GRAPHIC 
PRODUCTION CONTROL 



BY 

C. E. KNOEPPEL 

Member Society of Industrial Engineers 
Member American Society of Mechanical Engineers 



ASSISTED BY 
VARIOUS MEMBERS OF THE AUTHOR'S FIRM AND STAFF 




NEW YORK 
THE ENGINEERING MAGAZINE COMPANY 

1920 






T5-2 

.K5- 



Copyright, 1920, by 
The Engineering Magazine Company 



EB 25 1920 



THE DE VINNE PRESS 
NEW YORK 



©CI.AR59810 



c 



TO MY FATHER 



VII 



PEEFACE 

A PSYCHOLOGIST recently told me that I was a radi- 
cal. A good friend has been kind enough to credit me 
with a practical viewpoint. If both are correct in their esti- 
mates, then I suppose I must confess to being a *^ practical 
radical, ' ' and that I am radical in the practice of my pro- 
fession. I am not so sure of the former, but I will plead 
guilty as to the latter, for I have always attempted to avoid 
clinging to the generally accepted, just for the sake of 
clinging, if a better way could be developed. Most people 
cling to things because they are afraid to let go, fearful of 
something with which they are unfamiliar. 

Early in my business career, I observed, here, there and 
elsewhere, arrays of forms, figures and statistics— some 
simple, others fearfully and wonderfully thrown together; 
some coordinated, others a hodge-podge. As I studied, I 
observed further that ithe intelligent use of forms, figures 
and statistics was in direct proportion to the perception of 
the person using them. It was only a step to reason out that 
if perception meant ^^ quick seeing,'' then the thing to do 
was to picture in advance the results of this perceptiveness, 
in so far as this was possible, and to apply it to production 
work in industry, thereby reducing executive fatigue, facili- 
tating quicker and better decisions and speeding up produc- 
tion, all factors in increasing industrial efficiency^ 

In 1906 or 1907, I do not remember which, I presented a 
few charts in a series of articles in the pages of The En- 
gineering Magazine. In 1908 and 1909, 1 made use of charts 
in production work in two plants in Erie and Warren, Pa. 



vni 
About 1910, in the shops of a midwestem plant, I developed 
the ^^anglegraph,'' shown on page 139 of the author ^s book 
* ^ Installing Efficiency Methods, ' ' and reproduced in ^ ' Plan- 
ning and Time Studies,'' by Mr. George S. Armstrong, 
page 144. This ^ ^ anglegraph " is illustrated on page 141 of 
this book. 

A few years later, with the assistance of some very capa- 
ble young men, more active work along lines of graphics in 
production work was begun in the shops of several repre- 
sentative plants. The excellent cooperation of a number of 
other men has made it possible to develop the art of graphic 
presentation in production control, to the extent that has 
made possible the publication of this book. The result to- 
day is that ^^ Graphic Production Control'' is being consid- 
ered more seriously by industrial managers than ever 
before, justifying the author's slogan— Le^ lines replace 
figures. 

The author's prophecy is that, as in warfare, graphics is 
the coming mechanism in industry ; that because of its com- 
prehensiveness, simplicity, ease of operation and vividness, 
and its superiority over the non-graphic methods that are 
in use in so many places, industry cannot get along without 
it. The popularity of the ^ ^ moving picture ' ' is largely due 
to its graphical aspect— a fact all will admit. 

The real purpose of this book is to place before industrial 
executives a complete description of the mechanisms of 
Graphic Production Control and their application to indus- 
trial problems. The idea has been to so thoroughly illustrate 
the text as to facilitate a proper study of the book. The 
presentation has been arranged in five parts : 

Section I deals with the philosophic aspect of Graphic 
Production Control, in which attention is called to the need 
of production in these stirring times, the relation of man- 
agement to production, the use of graphics in warfare and 
industry, the ideals and laws of Graphic Production Con- 



IX 

trol, as well as the fundamental considerations which must 
be recognized in the installation of this plan. 

Section II deals with the preliminary steps in Graphic 
Production Control, with special reference to the prepara- 
tions necessary in organizing for graphics, the program of 
introduction and the analysis of the general situation. 

In Section III we have dealt entirely with the practical 
installation of Graphic Production Control, starting from 
tentative organization of work and continuing through to 
auxiliary control mechanisms. 

Section IV considers the managerial features of Graphic 
Production Control, treating the matter of graphic presen- 
tation of executive information— Graphic Production Con- 
trol in its relation to Organization, Standardization and 
Costs, and the relation of graphics to the Labor problem. 

In Section V, the conclusion, consideration has been given 
to the pitfalls of Graphic Production Control and the eco- 
nomic aspects of graphics in industry. 

To indicate the universal applicability of graphic meth- 
ods in industry, it should be stated that the material in this 
book is based on experience in the development and use of 
graphics in the following lines : textile machinery ; gas trac- 
tion engines ; gray iron castings ; brass castings ; steel cast- 
ings; steel plate construction; metal furniture; automobile 
axles and transmissions ; small motors ; taps, dies, reamers 
and gauges; hardware; clothing; rubber tires and tubes; 
truck axles; oil producing and refining; fiber board and 
automobiles. 

It seems only fitting, in passing this message to execu- 
tives, to make mention of those whose efforts have so ably 
assisted the author. Mr. Walter Glenn Scott, a member of 
the author's firm, has done more, over a longer period of 
time, than any other one man in the author's organization, 
both along lines of research and constructive installation 
work, and is therefore entitled to special mention. Mr. 



X 

A. H. Eiehl, who was at one time associated with the author, 
and Mr. G. Sumner Small, now a member of his firm, are 
also entitled to credit for their efforts in the early days of 
the development. 

Other men whose names should be mentioned in this con- 
nection are Mr. Irving A. Berndt and Mr. Albert McDonald, 
members of the firm, and Messrs. C. L. Boone, J. M. Coffey, 
W. P. Hopkins, A. W. Johnson, W. B. Montgomery, B. B. 
Eussell, and E. J. Schultz, of the firm staff. Credit is also 
due Messrs. W. T. Birdsall, P. A. Jameson, F. G. Eiehl, 

B. L. Van Schaick, and R. A. Wurzburg, who are no longer 
associated with the author, but whose assistance was none 
the less helpful. Special mention is made of the aid and 
constructive help of Mr. J. P. Jordan, a member of the au- 
thor *s firm. 

This book, therefore, can well be considered as written by 
the Knoeppel Organization. 

The author also acknowledges his indebtedness to Mr. 
L. P. Alford, who, as Editor of Industkial Management, 
was responsible for the publication of the series of articles 
on ^^ Graphic Production ControP' which appeared in the 
pages of Industrial Management in 1918 and 1919, and 
around which this book was developed. 

C. E. Knoeppel. 
New York, N.Y., 
January, 1920. 



XI 



TABLE OF CONTENTS 

PAGE 

Chapter I — Production ! The Crying Need of the World . . 3 
The age of invention vs. the age of production — Problems 
of reconstruction — The need of controlling production 
— ''Graphical Management" as a controlling medium — 
Graphics a publicity agent — Inadequacy of present meth- 
ods — Reasons for failure of usual production methods — 
Evolution to graphics— The present and wide-spread use of 
graphics in other lines than production— Reason for graph- 
ics — Sight the most important of the senses— -The "War 
after the War" — The need of quantity production. 

Chapter II — Management in its Relation to Production ... 10 
The importance of Management — Definition of Manage- 
ment — Management applied to warfare — How famous 
Generals describe Management in warfare — Management 
and Graphic Control — Management and its relation to 
both Capital and Labor. 

Chapter ///—Graphic Control in Warfare 18 

Reason for our success in European war— Graphics in 
"Services of Supply"— Graphics in actual fighting— 
Application of same methods to industry. 

Chapter /F— Graphic Control in Industry 23 

Importance of watching all orders— Analysis and control 
necessary before starting an order— What a graphical 
presentation is — Graphics pictures, relativeness, progress 
and exceptions— The outstanding features of graphics— 
What graphic control considers— Reasons for delays— 
What graphic control tells— Different things graphic con- 
trol will show— Eye the pilot of the mind. 

Chapter F- Ideals of Graphic Production Control 32 

The "Traffic Cop," the personification of graphic pro- 
duction control— The Ideal of Service— The ideal of effi- 
ciency as to the use of money— The ideal of economic 



^" PAGE 

production— Production Control and the High Cost of 
Living— Unit sold is really TIME— The standard of 
graphic control— Requirements of graphic control— Re- 
classification of requirements— Rules of graphic control — 
Results of graphic control. 

Chapter VI— The Laws of Graphic Production Control. . . 40 
The importance of laws in production control— The twelve 
laws of control— A case where laws were violated— The 
laws, Centralization, Scope of Control, Draw vs. Push, 
Requirements, Assignment of Work, Importance and 
Availability, Operations, Labor, Equipment, Materials, 
Starting Operations, Succeeding Operations, Lots, Costs, 
Organization. 

Chapter F7/— Fundamental Considerations in Graphic 

Production Control 56 

Chief factors in processing— Elements in production con- 
trol — Functions of the control mechanism — Devices of 
graphic production control— What to control— Duplica- 
tion in methods — Accuracy in methods— What control 
means— Elasticity of methods— The start— Types of con- 
trol—Unit manufacturing— Many products, few mate- 
rials — Many operations, few machines — Foundries — 
Group of sub factories— Simultaneous Manufacturing— 
Yard and repair work— Laboratory, technical and secret 
process— Woodworking plants— Structural plants— Con- 
trolling the control mechanism. 

Chapter U///- Preparatory Steps in Organizing for 

Graphic Production Control 69 

Ideals— Conception— Status— Permanent carrying on of 
Work— Proper start— Views of the ^Management- Local 
conditions — Program — Presentation of facts — Plant 
ideals. 

Chapter 7Z— Program for Introducing Graphic Production 

Control 75 

Introduction of methods, important piece of organization 
work— Graphic outline of program— Divisions of work- 
Analysis of general situation— Tentative organization of 
work— Preliminary steps in organizing for graphic con- 
trol—Active steps in Production Control — Permanent 
organization of work— The Final Steps. 



X"I PAGH 

Chapter A'— Analysis of the General Situation 84 

Importance of a knowledge of the business to the organ- 
izer—More to investigation than most people think - 
Some typical tests of observation— Questionnaire on 
organization— Questionnaire on records— Questionnaire 
on production control— Questionnaire on Standardiza- 
tion—Questionnaire on relations and incentives— The 
diagnosis— Outline of constructive recommendations. 

Chapter X/— Tentative Organization of Work 107 

The objective— Outline of aims and purposes of graphic 
production control— Equivalency— Knowledge of costs- 
Elimination of idleness— Efficiency— Rejection— Selection 
of work— Methods to serve business as a whole— Analysis 
of work before starting— Considering normal conditions- 
Profits in proportion to complexity of work— Specifica- 
tions of graphic production control— Designing the 
machinery of graphic production control— The four ele- 
ments; forms, records and devices; control mechanisms; 
control department and the personnel— Forms, records 
and devices as to material, product, labor and equipment— 
Control mechanisms as to material control charts, order 
progress charts, dispatch boards and control boards— The 
Control Department— Duties of the Control Department 
personnel— Control Department personnel. 

Chapter Z7Z— Product Control 131 

Controlling the elements that enter into control— Order- 
ing and production orders— The Manufacturing Sched- 
ule—Importance and availability of work— Operation 
sequence— Flow— Standardization of operations— Opera- 
tion times and their relation to each other— Determining 
and recording operation times— Operation symbols- 
Scheduling deliveries — Controlling orders — Watching 
progress— Rejections— Inspection of product. 

Chapter X///— The Mechanism of Material Control 151 

Material control most important in controlling produc- 
tion—Functions of a Purchasing Department— Determin- 
ing delivery times— Following up purchases— Graphic 
material inventory— Functions of a Stores Department- 
Purchase order— Receiving material and supplies— Stores 
Records— Requisitioning materials and supplies— Issuing 
of materials and supplies— Purchase order handling pro- 
cedure. 



^^^ PAGE 

Chapter XIV — Coordinating the Material Control 

Factors 176 

Control boards in controlling material— Control board 
covering inventory — Control board covering traffic— Co- 
ordinating purchasing, machining and assembly— Material 
control sheet using colors— Material control sheet using 
areas — Coordinating time and quantity schedules — Con- 
trol of material from accounting and cost angle. - 

Chapter ZF— Equipment Control 197 

Importance of standard costs— Elements in excessive 
costs— Idleness of equipment a large factor in industry— 
Reasons for idleness— Example of economic aspect of idle- 
ness—Causes of idleness— Reports covering idleness— 
Anticipative inspection — Standardization of equipment — 
Standardization charts— Maintenance orders— Construc- 
tion orders— Moving of machinery and equipment. 

Chapter ZFI— Labor Control 232 

What should be known as to each worker— Mechanism for 
labor control— Dispatch boards— Dispatch clerks— Time 
cards— Detailed descriptions of uses of time cards— check- 
ing time cards— General instructions covering dispatch- 
ing — Duties of dispatch clerks — Duties of Chief 
Dispatcher. 

Chapter ZF//— Scientific Determination of Standard 

Hourly Productions 255 

Functions of time and motion study— Variables in both 
work and worker— Method of making and using time 
studies— Using the Stop Watch— Motion Study— Deter- 
mining a fair standard— Rest and fatigue. 

Chapter ZF///— The Control Board and its Mechanism. . . 272 
The control board the map of the shop— Constants and 
variables in control work— Graphic scales— Designating 
irregular conditions— Anticipating completion of work— 
Rejections— Set-up time— Overtime— Material from pre- 
ceding operation— Assembly of information on one 
strip— Three-shift basis— Second-shift basis— Standard 
strips— A typical schedule— Time cards as strips— Con- 
struction and description of control boards— Standard 
hourly production chart— Important rules in controlling 
production graphically. 



^^ PAGE 

Chapter A'/A'— Coordinating the Elements of Graphic 

Production Control. 294 

Control boards as a clearing house— Control proposition 
as an entirety— Analysis of control functions and their 
relation— General outline of procedure— Operation of 
control and dispatch boards in a foundry— Operation of a 
control board in a rubber factory— Operation of a con- 
trol board in a machine shop. 

Chapter A' A"— The Use of the Control Mechanism in 

Planning 322 

Importance of planning— The four elements in planning— 
The manufacturing schedule — The three considerations in 
scheduling — Procedure in controlling — Coordinating 
machining and assembly work— The double-entry prin- 
ciple in controlling production— A synthetic study of 
graphic control. 

Chapter A" AV— Auxiliary Planning Mechanisms 342 

The law of succeeding operations— Planning sheet using 
the law of succeeding operations— Planning sheet using 
quantity as basis— Planning sheet using both quantity and 
hours as a basis — Progress sheet — Material in process 
board — Reminder Board — Labor Board — Board for con- 
trolling the melting of brass— Controlling the manufac- 
ture of heavy complicated machinery. 

Chapter XXII — Graphic Presentation of Executive In- 
formation 363 

The need of graphics by the executive too busy to study 
elaborate statements — Responsibility of the executive and 
necessity for having correct information — Reduction of 
executive fatigue through graphics— Sixteen representa- 
tive graphic charts for the executive — An executive con- 
trol board— Principal factors which can be shown graph- 
ically to advantage. 

Chapter ZX7/7— Graphic Production Control in its Rela- 
tion TO Organization 381 

Definition of organization— Complexity of modern manage- 
ment—How Graphic Production Control indirectly in- 
fluences organization— The twelve laws of organization — 
Organization functions, organization methods and 
organization instructions— Importance of explaining 
organization matters through graphic charts. 



^""^ PAGE 

Chapter XZ/T^— Graphic Production Control in its Rela- 
tion TO Standardization 398 

Standardization forced by Graphic Production Control— 
The great field ahead in standardization— Illustration of 
Standardization — Elements in standardization — Stand- 
ardization of product, buildings, equipment, tools, ma- 
terial, operations, methods and policies. 

Chapter ZXT— Graphic Production Control in its Rela- 
tion TO Costs 413 

Costing great problem before American Industry— In- 
fluence of competition, tax laws and labor conditions in 
business— Causes of distress to industrial concerns— Two 
fundamentals of business— What is meant by Costing — 
Relation of costs to graphic control— Coordinating pro- 
duction control and costs— Fundamentals in costs— Cost 
control indirect result of Graphic Production Control. 

Chapter ZXT/— Graphic Production Control and the 

Labor Problem 419 

Labor problem the great problem confronting production 
managers— Basis of industry is labor— Important funda- 
mentals in the labor problem— Equivalency and the labor 
problem— Importance of measuring attainment— Time the 
productive investment in industry— Necessity of knowing 
efficiency of worker — Importance of separating inefficienc}^ 
of management and worker— Formulas to determine ef- 
ficiency of man, the management and the plant — Graphic 
record of workers' efficiency— Credits to workers— What 
personnel efficiency record shows — Questions answered 
by personnel efficiency record — Personnel employment 
record— Showing department efficiency graphically. 

Chapter XZTV7— Pitfalls of Graphic Production Con- 
trol 431 

Limits recognized in all things— Pitfalls considered in the 
form of " don 'ts"— Twenty-five pitfalls to avoid. 

Chapter ZZT///- Economic Aspects of Graphic Produc- 
tion Control 439 

What ''work" really means— The High Cost of Living- 
Present theory of workers "more wages and less hours" — 
Effect of decreased equivalency— Production propor- 



^V" PAGE 

tionate to producing— Waste in money— Waste in time- 
Responsibility of both Capital and Labor— Efificiency the 
solution— Production must be controlled— Graphics the 
best means of controlling production— The importance of 
standard hourly production— Relation of Graphic Produc- 
tion Control to industry and efficiency. 



XIX 



ILLUSTRATIONS 

FIGURE PAGE 

'1 Comparison of Statistical and Graphic Presentations. .. . 24 

2 Graphic Record of Progress of Operations 25 

3 Manufacturing Control and Schedule 49 

'4 Plotting of Operation Sequence 50 

5 Replotting of Operation Sequence 52 

• 6 Steps in Introducing Graphic Production Control ...... 76 

'7 Principle of Graphic Material Control 116 

8 Principle of Graphic Progress Control 117 

9 Machine Shop Dispatch Board 118 

^ 10 Foundry Dispatch Board 119 

' 11 Production Control Board 120 

, 12 Principle of Production Control Board 122 

r 13 Key to Signals Covering Irregular Conditions 124 

< 14 Organization of a Production Control Department 126 

' 15 Machine Shop Production Order 132 

16 Foundry Production Order 132 

' 17 Graphic Operation Analysis 135 

^ 17a Graphic Operation Analysis, reverse side 135 

- 18 Special Work Schedule 137 

19 Scheduling Deliveries 140 

20 The '^Anglegraph" 141 

21 Machine Shop Progress Record 141 

22 Structural Shop Operation Analysis and Progress 

Record 142 

, 23 Parts Progress Record 142-143 

24 Shop Rejection Card 143 

25 Graphic Schedule of Purchases 152 

26 Graphic Follow-up of Purchases 153 

27 Purchase Tracer 154 

28 Purchasing Department Record of Condition of 

Material 156 

29 Perpetual Inventory Record 157 

30 Perpetual Inventory Record 158 

31 Graphic Material Inventory 159 

32 Requisition for Material 159 



FIGURE ^^ PAGE 

r 

33 Material Requisition Arranged for ]\Ieclianical 

Tabulation 161 

34 Move Order and Identification Card 162 

35 Purchase Order Handling Procedure 174 

36 Material Control Sheet. 177 

37 Traffic Control Board 178 

38 Material Control Sheet— Record in Colors 180 

39 Material Control Sheet— Record in Areas 190 

40 Method of Coordinating Time and Quantity Schedules. . 193 

41 Idle Time Report '. 202 

42 Cumulative Idleness Report for a Month 202 

43 Monthly Idleness Report by Causes 203 

44 Comparative Idleness Report by Causes 204 

45 Equipment Record Covering Anticipative Inspection. . . 206 

46 Inspection Record of Machines 208 

47 Machine Tool Record 209 

47a Machine Tool Record, reverse 209 

48 Equipment Requisition 210 

49 Machine Setting for Vertical Boring Mill 211 

. 50 Machine Setting for Vertical Boring Mill 212 

51 Machine Setting for an Engine Lathe 213 

52 Machine Setting for an Engine Lathe 214 

53 Machine Setting for a Radial Drilling Machine 215 

Feed and Speed Charts— 

54 %'' Round Nose Roughing Tool 216 

■ 55 %'' Round Nose Roughing Tool 217 

56 %" Round Nose Roughing Tool 218 

57 V Round Nose Roughing Tool 219 

58 V Special Round Nose Roughing Tool 220 

59 %6" Special Tool Holder Roughing Bit 221 

60 %'' Special Tool Holder Roughing Bit 222 

^ 61 %6'' Special Tool Holder Roughing Bit 223 

62 3/2" Special Tool Holder Roughing Bit 224 

. 63 %'' Tool Holder Roughing Bit 225 

64 %6" Tool Holder Roughing Bit : 226 

.65 1/2" Tool Holder Roughing Bit. . 227 

' 66 %" Tool Holder Roughing Bit 228 

67 Horsepower Transmitted by Standard Leather Belts .... 229 

68 Speeds and Feeds for Drills, Reamers, Taps and 

Sweeps 230 

, 69 Allowances for various kinds of Fits 231 

70 Job Holder for Foundry Working Place 234 

71 Standard Form of Time Card for Pencil Entry 235 



FIGURE ^^^ PAGE 

72 Form of Time Card to be used with Conductor's 

Punch 236 

73 Form of Time Card for Mechanical Tabulation 237 

74 Time Card Covering Use of Time ^'Factor". . . .240-241-242 

75 Card for Bonus or Premium Report 244 

76 Card for Indirect Labor 245 

77 Card for Idle Time Paid For 247 

78 Card for Idle Equipment 248 

79 Card for Overtime Report 250 

80 Absence Report Record ^ 250 

81 Shop Allowance Card 253 

82 Scale Plotting Showing Completion of Work Behind ^r: . 274 

83 Scale Plotting Showing Completion of Work Ahead .... 275 

, 84 Scale Plotting Indicating Rejections 275 

, 85 Scale Plotting Indicating Rejections 276 

.86 Scale Plotting Indicating Rejections 277 

, 87 Scale Plotting of Set-up and Overtime 278 

88 Scale Plotting of Anticipated Material 278 

89 Scale Plotting of Assembled Data in One Strip 279 

90 Scale Plotting on Unit Three-shift Strips 280 

91 Three-shift Strips 283 

92 Standard Strips 284 

93 Scales and Strips Showing Typical Scheduling 285 

94 Using Time Cards as Strips 284 

95 Scale Plotting Using Time Cards as Strips : . . 286-287 

96 Details of a Single Control Board 289 

97 Details of a Double Control Board 290 

98 Control, Dispatch and Process Inspection 

Procedure 296-297 

99 Foundry Control Organization 298 

100 Foundry and Machine Shop Control Organization 299 

101 Clothing Shop Control Organization 300 

102 Foundry Control Procedure 301 

103 Foundry and Machine Shop Control Procedure 302 

104 Clothing Shop Control Procedure 303 

105 Foundry Control Board 304 

106 Rubber Factory Control Board 308 

107 Machine Shop Single Control Board 310 

108 Group of Machine Shop Control Boards 311 

109 Ideal Manufacturing Schedule 323 

110 Machine Shop Strip Showing Sub-assembly 326 

111 Assembly Strip 327 

112 Graphic Inventory of Material 329 



FIGURE ^^^^ PAGE 

113 Form for Overtime and Night Work 332 

114 Form for Notification of Next Job 335 

115 Planning Sheet— Using Ratios 343 

115a to e Graphic Analysis of Basis of Planning Sheet 344 

116 Planning Sheet— Using Quantities 348 

117 Planning Sheet— Using Both Ratios and Quantities 348 

118 Progress Chart 349 

119 Material Control Board 349 

120 Reminder Board 351 

121 Labor Board. . . . , 352 

122 Metal Furnace Control Board 353 

123 Capacity Chart 358 

124 Anglegraph Progress Chart 359 

125 Comparison of Current Assets and Liabilities 364 

126 Comparison of Total Assets and Liabilities 366 

127 Relation Between Capacity Schedule and Actual 

Production 367 

128 Percentage Relation Between Capacity Schedule and 

Actual Production 368 

129 Plotting of Efficiency of Deliveries 368 

130 Relation of Production and Costs 369 

131 Production Plotted by Products 370 

132 Comparison of Costs According to Elements 371 

133 Percentage Use of Equipment 372 

134 Comparison of Idle Time 373 

135 Percentage Comparison of Classes of Labor 374 

136 Percentage Comparison of Main Sub-division of Costs . . 374 

137 Comparison of Main .Sub-division of Costs on a Dollar 

Basis 375 

138 Percentage Comparison of Divisions of a Business 376 

139 Comparison of Divisions of a Business on a Dollar 

Basis 377 

140 Shop Standards at Different Capacities 378 

141 An Executive's Control Board 379 

142 Organization Chart for Industrial Engineering 

Service 381 

143 Line and Staff Organization Chart 382 

144 Line and Staff Organization Chart 383 

145 Line and Staff Organization Chart 384 

146 Line and Staff Organization Chart 385 

147 General Administrative Organization Chart 386 

1 48 Operating Organization Chart 387 

1 40 Organized Accounting Procedure 388 



FIGURE XXIII p^Qg 

150 j\Ianufacturing Cost Procedure 389 

151 Organized Costing Procedure 390 

^ 152 Shipping and Invoicing Procedure 391 

' 153 Relation and Progress of Construction Orders 392 

154 Employment Procedure 393 

^155 Change of Rate Procedure 394 

' 156 Clearance and Discharge Procedure 395 

.'157 Handling of Invoices Procedure 396 

, 158 Personnel Efficiency Record 423 

159 Personnel Employment Record 426 

160 Graphic Dial Record 427 



Section I 

PHILOSOPHIC ASPECT OF GRAPHIC 
PRODUCTION CONTROL 

PAGE 

Chapter I Pkoduction! The Crying Need of the 

WOELD 3 

Chapter II Management in its Eelation to 

Production 10 

Chapter III Graphic Control in Warfare ... 18 

Chapter IV Graphic Control in Industry ... 23 

Chapter V Ideals of Graphic Production Control 32 

Chapter VI Laws of Graphic Production Control . 40 

Chapter VII Fundamental Considerations in 

Graphic Production Control . . 56 



Chapter I 

PRODUCTION ! THE CRYINGl NEED 
OF THE WORLD 

1 We have spoken of the world cycles that have passed, 
as the iron age, the steel age, or the electrical age. Certain 
it is that we have been passing through an age of invention; 
a period of discovering and harnessing the laws and prod- 
ucts of nature. It is equally certain, if we analyze closely 
enough, that the coming age will be that of securing the 
fruits of invention, through the rapid and economic making 
of things,— in other words, the age of production. 

2 Keconstruction following a period of war forces a de- 
velopment in the realm of production, both intensive and 
extensive. Then we find a world of depleted treasuries ; of 
ruined and devastated territories ; of helpless and poverty- 
stricken peoples; of crippled, blind and diseased men; of 
nations hungry for the food necessities of life ; of disorgani- 
zation and confusion carried to the nth power. 

3 To salvage and reconstruct requires immense quanti- 
ties of raw and semi-finished materials, machinery and 
equipment, supplies, building materials, farm products, 
clothing, ships and many other elements which enter into 
the economic life of a nation, and which its man-power will 
have to use wisely and well. After the world has stopped 
its work of destruction it must turn to the work of produc- 
tion, on a scale even greater than that of the destruction. 
If it does not, then there will be unnecessary delays, with 
their resultant by-products— waste, inefficiency, poverty, in- 
dustrial clash and general suffering. 

4 To rebuild a world, for that is what it practically 
amounts to, demands a universal speeding up of production, 



through the use of every possible device that has been or 
can be developed. 

5 Production, Production, PRODUCTION! The cry- 
ing need of the world in peace as well as in war. 

6 Produce, Produce, PRODUCE ! This is the command 
all of us must obey. 

7 Problems of distribution? They are insignificant in 
comparison to those of getting and keeping the world on a 
producing basis. 

p 8 To Speed Production it Must First Be Controlled. 
It therefore follows that the thing most needed in any recon- 
struction period is the most efficient means for controlling 
production. 

9 What will furnish this means ? 

10 A type of management which can be characterized as 
^^ graphical management,'' in which use is made of graphics 
in controlling production, and through which we indirectly 
secure organization, standardization and costs. 

11 We recognize in our American life that the foremost 
fundamental is publicity. It possesses the valuable charac- 
teristic of enabling our people to establish a proper rela- 
tionship of things. We acquire periodic rottenness in spots. 
Publicity brings it to the surface. We know how to apply 
the remedies. 

12 In industry we are rapidly eliminating generaliza- 
tions and are becoming more and more specific. War taught 
us the proper realization of essentials. We realize as never 
before that we have no time for dreams, imaginings, excuses, 
mere talk. Facts, results, direct drives are the only things 
which will meet the demands of the present and the future. 
We are eliminating that popular American game— ^^ passing 
the buck. ' ' In fact, our hands are full, and they will remain 
so for many years to come. Each one must assume his full 
share of the responsibility, and if he does not, we must have 
a means of knowing it and why. 

13 Industry realizes, as a result of the stress of war, 
that its machinery of management was inadequate to meet 
the demands. It was strenuous, wasteful, inefficient. There 
was infinite detail without proper coordination. It did not 
know what steps to take to eliminate the troubles, therefore 



they accumulated. ^Methods of control did not supply a 
sufficient degree of easily understood publicity to allow for 
systematic and anticipative initiative. J 

14 Careful study of the reasons for this, reveals the 
following : 

A Systems and methods so unwieldy as to fail to 
measure up to the expectations. 

B Inability to secure an organization of the caliber 
and vision required to operate the plans set forth. 

C Inflexibility of methods, requiring at the start a 
high degree of organization and development of stand- 
ards, before they could be applied with any degree of 
success. 

D Inability of managements to carry out what they 
knew was right. 

E Inability of methods to keep pace with the changes 
in modern conditions. 

F Methods of such a nature as to result in scattered 
rather than coordinated effect and action. 
/ G Methods not sufficiently anticipative in their char- 
acteristics to eliminate or lessen the troubles about to 
occur. 

15 In general, the average organization for production 
control, even where it is well thought out and coordinated, 
loses much of the effectiveness and timeliness in the manip- 
ulation of correctives, as well as the psychological effect, on 
both workmen and executives, of means which can be strik- 
ingly anticipative in nature. 

16 Of late years a few of the more progressive man- 
agers and production engineers, realizing the deficiencies of 
existing methods of shop' control, have sought to evolve 
something better and have turned to graphical presentation 
of facts and relationships. They have sought to visualize 
and to facilitate as much as possible the mental processes 
in connection with plant control. If we carefully analyze 
why graphical methods have been adopted in industry, we 
begin to wonder why they have not been used before, as we 
find the evolution to graphics to be of a startling character. 

17 We find the engineer deals with factors of stress and 



G 

strain, in the design of his product, in terms of graphics. 
The mechanic of more than average ability so organizes his 
thought that he builds and constructs by being able to an- 
alyze correctly and apply all the practices of the past, in 
a graphical way. In mathematical deductions, both engi- 
neer and mechanic depend on and are fortified with: 

A Judgment by eye. 

B Numerical mathematics — that is, arithmetic and 
algebra. 

C Analytical mathematics — that is, geometry, trigo- 
nometry, analytical geometry and differential and integral 
calculus, which were productive of such assistance as the 
triangle of forces, the funicular polygon, the distortion 
diagram, the graphical solution for section moduli and 
moments of inertia, and such devices as the planimeter, 
slide rule, log paper and the theory of alignment charts. 

18 After the engineer or mechanic has developed his 
machine or structure, he must have some means of convey- 
ing the results of his studies to bodies of workmen and fore- 
men, who are responsible for manufacture. Each man must 
in some way be made to conceive what form, shape and 
dimensions, and the relation of parts, go with the thing he 
is to produce. We find here an evolution to the graphic, in 
conveying this knowledge, as follows: 

A Spoken and written words, giving mental pictures. 

B Models, for comparison. 

C Pictorial sketches. 

D Modern mechanical drawings, incorporating many 
conventional representations, such that absolute relation- 
ships are shown. 

19 From another angle, the evolution to graphics is as 
follows : 

A The accountant, realizing his difficulty in getting 
his employer to understand relationships, in his analysis 
of financial and cost conditions, has supplemented his 
mass of figures by simple and compound graphical charts, 
with the result that he has been able to secure the atten- 
tion of his superiors to a much greater extent. 



B Sales managers have for some little time been mak- 
ing use of maps in combination with colored and num- 
bered pins, enabling them to get a bird's-eye view of pres- 
ent and future conditions, which makes it easier to plan 
out campaigns than would be the case by studying a mass 
of dry figures. 

C Railroads have recognized the advantages and 
greater freedom from human error, in the control of 
traffic conditions, through graphic visualization. This is 
evidenced not only in the miniature railroad systems, 
where signal pins, pegs, or runners give the schedule, 
location and progress of traffic, but also in the actual 
mechanisms used in signaling trains. 

D Our modern armies, to a greater extent than is gen- 
erally thought possible, are controlled through the me- 
dium of charts, boards, pins, colors and other graphic 
devices. 

E Our technical papers are more and more making 
use of graphical presentation to illustrate the important 
points of their articles. 

F Illustrations in books are but another way of pre- 
senting facts graphically. 

G The advertising manager uses graphics to advan- 
tage, in bringing to the attention of the public, quality and 
quantity relationships, in the products he is desirous of 
selling. 

H Market letters in financial circles are more and 
more making use of charts to show tendencies of stocks, 
bonds and commodity prices. 

I As all are aware, statistical publications, in order 
to be of real service, must show charts so as to make rela- 
tionships easily noticeable and interesting. 

J The clock face, the sun dial, the gauge glass, the 
compass, the watchman's clock strip, the theater diagram, 
the thermometer, and other mechanisms of like nature, 
are forms of graphical presentation which we would not 
for a moment think of dispensing with. 

— I 

20 The reason for the above is that the average person ' 
does not possess a sjTithetic mind or keenly perceptive in- 



c^ 



8 

tellect. Most minds are of the reflective or analytical type. 
It is difficult for most people to take a mass of unrelated 
facts and figures and see them in an orderly, related and 
coordinated whole. Few minds can visualize entireties or 
things in mass formation. They reason from parts and 
elements rather than perceiving the whole. The ^^ mind's 
eye'' in most people is far from developed, and as a result 
we find few people who are highly imaginative in a practical 
sense or who can visualize from disassociated facts and 
figures. 

21 Even those possessing unusual powers of perceptive- 
ness and synthesis, are often handicapped in getting broad 
viewpoints, unless assisted by means which relieve the mind 
from the burden of intense concentration and long periods 
of application. Graphic presentation enables the mind to 
grasp details quickly and puts things on a semi-routine 

V basis. This speeds up the mental processes and reduces to 
a minimum mental fatigue, so common in our executives. 
22 Imagine, if you will, attempting to teach a child music 
through written descriptions of scales and notes, instead of 
the graphical methods we all know so well. Try describing 
to your friend some rare painting, through the use of words, 
and see how quickly you will bore him. Show him the paint- 
ing and he will rave over it. The beauties of nature must 
be seen ; they cannot be described by words alone. 

23 What do we mean by graphics? 

24 Of the five senses— sight, hearing, smell, taste and 
touch— there is only one that is most used, in so far as pro- 
duction in industry is concerned,— 51^7?.^. In planning, con- 
trolling and getting out production, we do not use the senses 
of smell or taste at all. Hearing is employed to some 
extent, as is touch; but their employment is of minor im- 
portance. The organ most used is the eye, the camera of 
the mind, which, photographing all things within its vision, 
gives the brain, or executive of the body, the basis for 
reasoning, formulating decisions and initiating action. In 
other words, the chain is— eye, to brain, to action. 

25 Consequently anything which facilitates the work of 
the eye is worthy of consideration and adoption. The paint- 
ing of the artist portrays the beauties of nature for our 



eyes. Would we do without tlie artist? The camera repro- 
duces details, scenes and views that are worthy our atten- 
tion for our eyes to see. "Would we do without the camera? 

26 Graphical presentation in industry pictures the essen- 
tial happenings of the shop for our eyes, and is to produc- 
tion what the artist and the camera are to us in other things. 
Can we do without graphics in the shop if this comparison 
holds? 

27 We are engaged in a ''war after the war, '^— not 
military in character, to be sure, but a form of warfare 
nevertheless. Commercial clash between nations, between 
industries and between concerns in the same industry ; class 
strife; revolutions in ideas and ideals; the race between 
the high cost of living and the cost of living high; the spar- 
ring between capital and labor, all point to but one thing 
—a kind of warfare which can be called social, economic, 
industrial or by any other name you choose, but a warfare 
which will be won only by that nation giving due considera- 
tion to the proper coordination of the elements involved. 
The trade of the world will go to that nation which is the 
most prosperous. That nation which is most efficient ivill 
he the most prosperous. 

28 The best coordination is that which is based on the 
principle of visualization, hence the author's plea for a 
graphic control of production in industry, since industry is 
going to be so important a factor in the new warfare ahead 
of us, with production efficiency a prime requirement. 

29 As previously stated, the coming era can well be 
termed the age of production. Destruction such as went on 
for five years, can spell nothing else than an extensive and 
intensive production of materials and supplies, food, cloth- 
ing, machinery and other commodities. In other ivords, we 
must have quantity production. If quantity production was 
necessary to win the war, it is doubly necessary in the years 
following the war. 



10 



Chapter II 

MANAaEMENT IN ITS RELATION 
TO PRODUCTION 

30 We have seen from the previous chapter that the need 
of the world is Production, and that Graphic Production 
Control is the real mechanism necessary to secure it effi- 
ciently and economically. 

31 These questions arise : In whose hands ? Whose re- 
sponsibility? Where will the initiative come from? 

32 The answer is — management. 

33 At no time in the history of our country has manage- 
ment been so necessary or so' essential in industry as at 
present. We are in an era, the like of which we never expe- 
rienced before and will probably never experience again. 
President Wilson eloquently expressed the thought in mind 
when he stated that the world was on an ^ ^ operating table. ' ' 
New problems, new conditions, new theories confront us, 
and only the ablest leadership and guidance will pilot us 
safely through the uncertainties which are a part of our 
present-day life. 

34 This leadership must be furnished by management. 

35 In 1916, in "Industrial Preparedness," the author 
stated: "The European War will end— when, we know not, 
but end it will — and when the end comes we are bound to 
be confronted with problems of adjustment— problems 
which should be receiving attention now, not after the war 
is over. 

36 "We in America must recognize these definite facts 
—first, when the warring nations lay down their arms after 
peace is declared, there will be a mobilization of money, 
men, materials and machinery, and an economic or commer- 



11 

cial war will begin. The nations at war are even now get- 
ting ready for it. Second, there will be a gigantic awaken- 
ing in Europe when the fifteen to twenty million serious- 
minded, bitter and determined men in the trenches, who 
have been through all the horrors of hell, return to civil and 
industrial life, with new conceptions, gained through daily 
contact with organization, control and discipline. 

37 ''Think as you will, a careful study of the subject, 
the consensus of opinion of the great thinkers of the country 
and an analysis of the foregoing, all point to but one thing 
—we must put our house in order/ ^ 

38 In doing this we must rely on Management, 

39 What is meant by Management! 

40 The author's definition is— Efficient management is 
the ivise use of coordinated knowledge. The unwise use of 
coordinated knowledge, or the wise use of knowledge not 
coordinated, can therefore only mean inefficient manage- 
ment. 

41 To explain the above more thoroughly, let us get 
away from Industry for a moment and turn to the Great 
War. We are all familiar with the mistakes the Allies made 
during the early period of the war and the success of the 
Germans. Each allied country had its generals, competent 
and experienced, and yet they did not seem able to make the 
gains they really counted on. The reason why they were 
not more successful was that they were making tvise use of 
knowledge not coordinated. As soon as the allied leader- 
ship was placed under Foch and coordinated knowledge was 
made use of, the Allies became much more successful and 
finally won the war. The defeat of the Germans might have 
been due to inferior economic resources and forces, or to 
the fact that they were making unwise use of coordinated 
knowledge. 

42 Therefore, coordinated knowledge is the basis of 
Management, through the wise use of which, we secure 
efficiency in attainment. 

43 Still using warfare as our guide. General de Peucker 
said: ''When a soldier knows that he knows, when he feels 
that what he has learned will enable him to steer easily 
through difficult circumstances, his character is strength- 



12 

ened. He acquires tlie ability to make wise decisions and 
to put them into practice efficiently." 

M Two tilings now appear as necessary in the use of 
our coordinated knowledge: 

A Objective. 

B Expert Advice. 

45 As regards the former, Foch, in his book *^ The Prin- 
ciples of War," says: ^'In war everything is correlated. 
Every move has some reason, seeks some object; once that 
object is determined, it decides the nature and importance 
of the means to be employed. ^ ' With reference to the latter, 
Von der Goltz said: ''To-day the general-in-chief can no 
longer direct everything. Even a genius requires a staff 
of helpers, filled with initiative and thoroughly trained. 
How much more will a general not of unusual merit need 
to be assisted. The command of an army is too complex 
for a single man— at the same time, certain technical ques- 
tions require special knowledge." 

46 In other words, the elements in efficient management 
are: 

A Know, and know that you know. 

B Have an objective based on that knowledge. 

C Seek expert advice and aid in coordination. 

47 In this connection Von Moltke makes this statement : 
''A general therefore, who, in every specific case makes, if 
not the best disposition, at least efficient disposition, has 
always a prospect of attaining his objective." 

48 Here is another thought of importance : Foch says, in 
speaking of teaching warfare: ''As a matter of fact, there 
is no studying on the battle-field. It is then simply a case 
of doing what is possible to make use of what one hnoivs, 
and in order to make a little possible, one must know 
much/' And then, in showing that warfare can be taught, 
he says: "This education sprung from the teachings of 
history, and has resulted in a theory of war which can be 
taught and which will be taught further, and in a doctrine 
which can be practiced. ' ' 

49 To make efficient dispositions, to use wisely coordi- 



13 

nated knowledge, and to manage well, an executive must 
not only know,— he must know much; he must learn the 
theory of management from all the accumulated informa- 
tion possible, and having a doctrine, must practice it, based 
on an objective, with staff advice keeping him from unwise 
use of the knowledge available. 

50 This not only describes the management of the fu- 
ture, but pictures the type of executive on whom will rest 
the great responsibility placed upon his shoulders by the 
problems of the day. 

51 It is in connection with the above that Graphic Pro- 
duction Control enters in to coordinate the elements of Pro- 
duction and Management. It can well be termed the bridge 
between the two. We need Production— our objective. 
Management is the machinery, and Graphics, the motive 
power. 

52 The executive must make efficient, if not the best dis- 
positions. From what? Coordinated knowledge. 

53 He must not only know, but must know much. From 
where? Coordinated knowledge. 

54 He must have a theory of management. Where will 
he learn it! From coordinated knowledge. 

55 He must practice the doctrine he has learned. How 
will he do it? Through coordinated knowledge. Graphic 
Production Control is nothing at all if not coordinated 
knowledge. It has a well defined and practical theory— 
that of showing facts in such a manner that related parts 
are visualized. It has a well defined doctrine or practice 
which enables one not only to know, but to know much, 
thereby making efficient dispositions. 

56 Consequently, this becomes our de^miion— Efficient 
management is the wise and proper use of all coordinated 
knowledge, graphically displayed. 

57 Take the ^^ moving picture'' as an illustration. Not 
a word is spoken during a performance; only at intervals 
are descriptive or spoken words thrown on the screen. Yet 
consider the hold on the public. Why? Because the moving 
picture coordinates graphically. 

58 What do we aim to do in Management? What is its 
objective? To make wise decisions, and put them into prac- 



u 

tice, both promptly and efficiently. General de Peucker 
stated that when a soldier knows that he knows, when he 
feels that what he has learned will enable him to steer easily 
through difficult circumstances, he will do these things. Is 
an executive any different from a soldier in this respect? 

59 Therefore, any means whereb}^ the Management can 
decide wisely and execute promptly and efficiently, is an 
essential in Industry— no, a positive necessity. 

60 Take a record showing relativeness or comparisons, 
progress or results, exceptions or differences, covering re- 
lated factors, and put them all in plain sight so that the 
perception comprehends the entirety at a glance, and is not 
the making of dispositions facilitated! 

61 If a record is highly anticipative in character and 
graphically presented, have not we a ''forewarned is fore- 
armed'' proposition! 

62 If coordinated knowledge is the basis of Management 
and we can show this knowledge relatively and progres- 
sively through graphics, are we not assisting in making wise 
decisions and executing promptly ? 

63 It therefore seems as if Graphic Production Control 
is a factor of more than ordinary importance in securing the 
production of all things the world is so hungry for. Certain 
it is, we will not produce efficiently without wise manage- 
ment, and we cannot have wise management if it decides 
unwisely and executes inefficiently. It must use something 
as its basis. This basis is knowledge. It cannot reason 
properly from detached elements, or related factors consid- 
ered separately. Hence, it must use coordinated knowledge. 
The problem then is to determine the means of portraying 
this coordinated knowledge. 

64 Will it be figures, dry and uninteresting, or vast 
arrays of forms, complicated and difficult to coordinate, or 
compilations of statistics which must be studied hard to 
comprehend! Or will it be graphic presentation, so tha^, 
paralleling the observation of time, we look at the watch 
and at a glance note the time, instead of receiving a card 
saying ''23 minutes past 7''! 

65 If Management is wise it will use that mechanism 
which will facilitate its use of coordinated knowledge, and 



15 

this will be Graphic Production Control, as it will be found 
to measure up to the requirements of not only knoiving, but 
knoivhig much. 

66 So far we have confined our discussion to the relation 
of management to production. It has another and perhaps 
greater relation, and that is its relation to Capital and 
Labor, and it is here that management must recognize its 
great obligation. 

67 We are in the midst of clash and industrial unrest. 
Labor "is in the saddle," and through strikes is forcing 
conditions that can only mean trouble for all of us. It takes 
the position that because labor is the basis of industry, labor 
is everything and must therefore dictate and dominate the 
situation. If it wants a 50% increase in wages, it strikes for 
it ; if it wants a 40-hour week, it strikes for it ; and when we 
observe strikes among policemen, firemen, actors and even 
grave-diggers, there is no mistaking the tendency. Labor 
knows only its own side and seems not to care for the other 
sides, on the assumption perhaps that there are no other 
sides. 

68 Capital, on the other hand, has been guilty of eco- 
nomic crimes in charging exorbitant prices ; in unfairness ; in 
making the public pay for idleness ; in profiteering. It has, 
like labor, seen only its own side, feeling that because money 
supplied the sinews of business, money was everything and 
labor only a commodity to be purchased in the cheapest 
markets. Both have been wrong. Both are wrong now. 
Both being wrong makes it all the worse for the "dear 
public ' ' of which all of us are a part. Labor is like the frog 
which, making one jump forward, takes two backward. Cap- 
ital has repeatedly killed the goose which laid the golden egg. 

69 Will capital find the solution of our industrial prob- 
lems? No. Will labor? No. Why? Because neither side 
knows that of the other, nor trusts the other sufficiently. 
Any suggestion on the part of either would be viewed with 
suspicion by the other. 

70 The answer? Management. 

71 Management, using money and time to produce com- 
modities, stands between capital on the one hand and labor 
on the other. It knows both sides because it deals directlv 



16 

with both. It knows what capital should do for labor and 
what labor should do for capital, because it is constantly 
coordinating their forces. 

72 Management, making wise use of coordinated knowl- 
edge, must rise in its might and dominate the situation, as 
no other force in our commercial life is in a position to do so. 

73 The strike and the lockout are wasteful and inefficient. 
This waste and inefficiency we could stand, if we had to, 
provided they were constructive forces which brought us 
closer to lower prices, to industrial democracy, to better 
conditions of living. They do not and never will, are de- 
structive in their effect and must go. 

74 Without management, capital would make a sorry 
mess of things because the mere investing of dollars is a 
long way from making them productive; from converting 
dollars into shoes, machines and food. Without manage- 
ment, labor would find it equally difficult to manufacture 
commodities, as considerably more is necessary than the 
mere doing of work. 

75 How would Capital and Labor, without Management, 
coordinate time and money to the end that products could 
be manufactured ; supply the plans, conceptions and ideas ; 
formulate, decide and execute with courage and vision; 
carry on the thousand and one things in connection with 
taking money supplied by capital and through time fur- 
nished by labor, turn out the products of industry? 

76 The trouble is that we have not heard from manage- 
ment to the extent possible. It is unorganized and disor- 
ganized. Made up as it is of the great salaried class, and 
the men in the professions, it has yet to coordinate its ideas, 
organize its thought, realize its possibilities, and take its 
rightful place as the real leader in industry. 

77 If labor as well as capital could see its successes, 
failures, accomplishments, shortcomings, difficulties, prob- 
lems, wastes and inefficiencies, in their relation to those of 
the other, and so arranged graphically that coordination 
was not a difficult task, would there be this constant clash 
and industrial unrest? A thousand times No! Neither side 
knows how to work with the other to-day, because neither 



17 

side knows the real facts about the other, nor is there a way 
provided for them to-day to do this. 

78 It is here that management must step in, for it is 
management which knows the facts about each side, as well 
as the facts about each with reference to the other. It is 
Management working with Capital and Management work- 
ing with Labor, that enables it to coordinate, to manage, and 
it is to this force we must look for our leadership in solving 
our complex industrial problems. 

79 If management could graphically portray the condi- 
tions as to capital and labor, in a single plant, as regards 
what they are doing, what they could do, what they are not 
doing, and carry this to all plants in an industry and, to all 
industries, would it take long for the three to get together! 
Cannot you see management pointing out to labor the real 
facts about capital, and to capital what it has heretofore not 
known about labor, and telling them hath what each should 
do for the other? 

80 If two warring nations need the friendly offices of a 
third to effect a truce and work out peace terms, it is certain 
that warring classes are in need of the same aid. 

81 Observe now that our definition of management takes 
on an added significance as it relates to capital and labor 
— Management is the ivise use of coordinated knoivledge, 
graphically displayed. 

82 Labor needs to know more about capital in order to 
know capital better. Capital needs to know more about 
labor, to know labor better. In this management can help 
to decided advantage as it is now working ivith both. In 
the hands of management, graphical presentation can be a 
pronounced aid, in enabling it not only to use coordinated 
knowledge wisely, but to be the real coordinator between 
capital and labor, that production may be secured both eco- 
nomically and in volume, 



18 



Chaptek III 
GRAPHIC CONTROL IN WARFARE 

83 Could the American Army in France have been a fac- 
tor in the winning of the war, if it had been inefficient when 
in action? Supposing that when ready to fire artillery, 
there had been no shells ; that when the boys were ready to 
eat, there had been no food; that when ready to fire ma- 
chine guns, there had been no bullets; that tanks had to 
stand idle because there were no soldiers to man them ; that 
roads and tracks had not been kept in proper repair ; that 
bridges were down at a time an advance was ordered ; that 
when ready to fire at the enemy, the men had to wait on the 
supply stations for their rifles. Would we have gone very 
far! What then was the reason for the brilliant record 
*^our boys" made in the closing days of the conflict! 

84 Peopek Cookdination of a Gkaphic Natuke. In sup- 
port of this contention let me present a few extracts from 
an article '^S. 0. S.," by Mr. Isaac F. Marcosson, in the 
November 30, 1918, issue of The Saturday Evening Post. 

"Let us now sit in with the general staff at its daily 
morning meeting. You will get such a demonstration 
of teamwork as to make you sit up. The walls of the 
office of the chief of staff— like those of the command- 
ing general— reflect the spirit of our organization and 
the way it is swung. First of all you see the great sup- 
ply map of France criss-crossed with our lines of com- 
munication. At first glance you may think this is a 
picture puzzle, but on closer investigation you see that 
these winding and colored avenues are studded with 
symbols. You see stars in circles, ships, tents, crosses. 



19 

coffee pots, buildings. You are not long in finding out 
what they mean. At the lower left-hand corner is a 
key to the puzzle. Each symbol has a meaning all its 
own. The star in a circle indicates the general head- 
quarters ; the ship shows the location of a port that we 
use; the tent is the site of our instruction camp; the 
black cross reveals a base hospital; the white cross, a 
rest station; the coffee pot, a coffee station for travel- 
ing troops; the engine, a locomotive repair shop; the 
freight car, a car-erection site ; the bumper, a railway- 
regulation yard; an ax, a forestry camp; the propeller, 
an aviation camp; the bursting shell, an ammunition 
depot; a black naval pennant, a section headquarters, 
and so on. In other words, you can look at this map 
and see at a glance the scope and extent of all your 
activities in France and what and where they are. 

''On the walls are also square yards of charts and 
diagrams, for this is a war of organization all put down 
in specifications and blueprints long before a wheel is 
turned or a shot fired. It is one of the many sheets that 
Mars has taken from the book of big business. I have 
seen square miles of army diagrams in this war, but I 
have never seen any that were more concrete or com- 
prehensive than those used by Services of Supply. 
Every service has its master chart; every subordinate 
section has its own little sheet. Put three men together 
in an army office in France, and the first thing they do 
is to create a little chart of their organization. Nor is 
it a wasted effort. A great master of American indus- 
try once said, ' Teach with the eye, ' so he put signs all 
over the factory. The man who knows just what he has 
to do and where he belongs seldom makes mistakes. 
Hence the value of charts in the business of war. 

' ' The walls of the tonnage room tell the story. They 
are hung with charts of tonnage progress. You can 
stand in the center of this room and see in colored lines, 
figures and diagrams that a child can understand, just 
what is going on in every port. There is a chart for 
every port in France. Up and down one side of the 
chart is a list of individual cargo items to be unloaded, 



20 

siicli as lumber, coal, forage, railway supplies, food- 
stuffs, clothing, quartermaster's supplies and construc- 
tion material. A black line radiating from each item 
means its receipt; a red line indicates the progress of 
the evacuation of those receipts. If the black line is 
longer than the red it shows that cargo is piling up at 
the ports. If these lines are of the same length all is 
well and the stuff is moving out, which means no con- 
gestion. 

^ ' These lines are marked off in days and weeks. This 
is what might be called the tonnage-movement chart. 
Then there is a chart that shows the work of all ports 
in items, days, weeks and months. From this you can 
see almost in a second where labor is doing its full job 
or where it is falling down. 

^ ' The same system is used to show the work of troop 
transports. On a huge chart you see the name of the 
ship, the length of time in a French port indicated in 
black ; the time on the ocean in red, and its stay in the 
American port in green. From this chart you can tell 
that the average turn around of some troop transports 
has dropped from sixty-eight to thirty-five days. A 
similar system shows how the turn around of cargo 
ships has been reduced from ninety-one days to sev- 
enty-one days, while the round trip of arrival trans- 
ports has decreased from eighty-four to sixty days.'' 

85 As another excellent example of graphic control in 
warfare, the following is worth reading: 

^^How Gteiteeal Joffre Euns His Army 
^^DuNKiEK, October 28 (by mail).— A man in pa- 
jamas (at least he wears them most of the time, being 
too busy to dress) is running the 1001 details of the 
French army. General Joffre is at the head and he 
handles the big questions, presses the buttons, so to 
speak, but General Bertholet, Chief of Staff, does the 
actual work. 

*^ After several trips along the fringe of the war, 
after meeting thousands of soldiers on the same day, 
some going north, some going south, in what appeared 



21 

to be a hopeless tangle, it struck me more forcibly than 
ever that the modern fighting machine is the most com- 
l)]icated thing on earth. 

"I tried to imagine myself commanding all this, to 
grasp how a 200-mile line of this sort could be con- 
trolled and how it could possibly be kept from getting 
tangled up with itself and without interference by an 
enemy. My curiosity grew, until I decided to find out 
how all this business is managed by one man. 

"In General Joffre^s headquarters, in a certain long 
room, hangs a special map, the scale of which is Kooo- 
It shows every road, canal, railway, bridle path, pig- 
trail, bridge, clump of trees, hill, mountain, valley, 
river, creek, rill and swamp. This is part of the outfit. 
Another part is a wonderful collection of wax-headed 
pins of all colors and sizes. These represent army units 
of all sizes and all organizations. Into the long room 
run many wires, both telephone and telegraph. Wire- 
less r.pparatus is also in this room. The way it works 
seems wonderfully simple when it is explained. 

"The battle is about to commence. The troops have 
been distributed all along the 200-mile line. The Ger- 
mans are facing them. A bell rings : ' Hello ! Yes ! The 
Germans are attacking General Durand's division? 
They are in superior number? The general needs rein- 
forcements? All right.' 

"The staff officer who has taken this information 
over the 'phone hurries to where General Bertholet is 
sleeping. The general has just dozed off. This is the 
first sleep he has had in thirty-six hours, but General 
Bertholet is wide awake in an instant. He jumps to 
the floor, still wearing his pajamas, the only garment 
he has worn in several days. The staff officer reports. 

"In a twinkle. General Bertholet, who knows his map 
as he does his own face, locates Durand's division. He 
knows that ten miles back of Durand's command are 
quartered a number of reserves, under General Blanc, 
according to the pins. General Bertholet also learns 
from the pins that a number of autobuses are near 
General Blanc's soldiers. 



22 

*' * Order General Blanc,' he commands, ^to reinforce 
Durand at once with 10,000 men, four batteries of 75- 
millimeter artillery, ten machine guns and three squad- 
rons of cavalry. Tell Blanc to transport his troops in 
autobuses. ' 

''Within two minutes General Blanc has received the 
order. Within five more he is executing it, and Gen- 
eral Durand is informed that help is coming to him. 

''Then General Bertholet takes another nap, if the 
battle will permit. If it does not, he stays awake to 
direct men who are miles away from him. 

"Every time a bridge is blown up or a pontoon has 
been thrown across a stream or a food convoy shifts, 
General Bertholet gets up and shifts his pins to indi- 
cate the change. Nothing happens along the 200-mile 
battle line but that General Bertholet, still in pajamas, 
leaps from his bed and changes the pins on the map. 
The map must be kept up to the minute. General 
Joffre must be able to look at it any time of the day or 
night. 

"As far as possible, through information brought in 
by spies or aviators, the forces of the enemy are kept 
track of in the same manner. No detail that is of use 
is overlooked. The pins indicate even the size of the 
guns, the kind of ammunition they use, and so on ad 
infinitum/' 

86 If a war of such gigantic proportions was conducted 
along such scientific lines; if something so full of the un- 
foreseen was controlled in the way outlined, tuliat is there 
to prevent the development of such methods as will give the 
industrial ivorld the same efficient control of production^ 



23 



Chapter IV 
GRAPHIC CONTROL IN INDUSTRY 

87 There can be no quantity production without pro- 
duction control, and efficient control of production is out of 
the question unless graphics is used in some form or other. 
Imagine attempting to describe by words and figures, the 
work necessary to machine a complicated casting, instead 
of putting it in the form of a working drawing or blue- 
printed picture, which the shop man can read to much bet- 
ter advantage ! 

88 There is another point to consider. In most plants an 
order taken at a close margin is watched, coaxed and nursed 
along in the shop, with the result that a profit is made or 
the loss kept to small proportions. Because attention is 
forced by financial necessity to what must be done, close 
supervision sees that it is done. Why not folloiv the same 
procedure as to all orders? 

89 In other words, an order received for entry is some- 
thing on which a profit will be made or a loss sustained,— 
one of the two. There is no middle ground. Therefore, the 
time to see to it that a profit will be forthcoming or the loss 
kept to a minimum, upon completion of the work, is cer- 
tainly not when the order is partially or entirely completed, 
but before it is sent to the plant for starting. 

90 Hence three things are necessary: 

A Analysis. The determination of what is to be done, 
the manner of doing, by whom it should be done, and what 
it should cost in time and money— the ideal to work to. 

B Planning. Coordinating the analyzed information 
to determine a practical standard. 

C Control. The means provided for enabling the shops 



24 

to so execute as to either measure up to tlie standard deter- 
mined upon, or to anticipate, note and investigate varia- 
tions in such a way as will result in a constructive attempt 
subsequently to attain it. 

91 With Analysis, Planning and Control utilized to the 
fullest, and with graphics adopted as the means for por- 
traying the details in connection with the work to be done, 
the manufacturing world can be assured that it will secure 
maximum operating efficiency, as ^'graphic production con- 
trol" not only controls production, but leads indirectly to 
better organization, standardization, and costs. 

92 What is a graphical presentation! 

93 Suppose in a shop we want 100 pieces of something, 
have received 60, machined 50 and assembled 20. Which of 



A-STATISTICAL 
PRESENTATION 
mNTED 100 



RECEIVED 



60 



SO 



MACHINED 

ASSEMBLED 20 



B 


- GRAPHIC PRESENTATION 




WANTED 




















RECEIVED 




















MACHINED 


















ASSEMBLED 















Noiei Each of fhe 5 Spaces ecjuals 20 Pieces 

Figure 1. Comparison of Statistical 
AND Graphic Presentations 



the presentations in Figure 1 is the clearer from the stand- 
point of a quick, comparative picture? 

94 The usual factory production system is a more or 
less vast array of forms, figures, compilations and statis- 
tical statements, which the foremen, department managers 
or executives must take, compare, analyze and then men- 
tally visualize, before coming to a conclusion. The aim of 
graphics is to take the essentials and so picture them as 
both to stimulate and render less of a task the mental 
processes necessary for forming conclusions. 

95 In other words, the purpose of graphics in control- 
ling production, is to picture the elements of shop opera- 
tions, so as to consider relativeness (or comparisons), 
progress (or results) and exceptions (or differences), as an 



25 

aid in quickly forming conclusions and making decisions 
that will govern actions looking toward efficient results. As 
a practical exam])le, note Figure 2 herewith. 

96 The outstanding features in favor of graphics, as 
against the usual methods of controlling shop production, 
are: 

A Simplicity, in that a graphic presentation can be 
readily understood and read by the average shop man, 
where a mass of figures becomes indigestible. A graphic 



^.Machines) or Operations , this Scale. 




I ? 3 4 5€ T ft 9< 11-14 1516 f/e. ti (Humbzr Conimueio S2)^*^ 



( Peg$> on Ythich ts sfrung Elastic Sfnnq shows Work ahead afanij Time. 
ffOTEyBoard changed con+inuouslLj during Dag. Faint Line Redon Board indicates Danger Pointy 
Condus/ons-from Board:- Operations I- 6- II to 14-23-52 are verg much Overloaded r^ithall 
below Faint Line rccjuir/ng Work. 

Figure 2. Graphic Record op 
Progress of Operations 

board to a shop man is the same as a trading board to a 
broker. 

B Comprehensiveness, in that all the essentials per- 
taining to a department or product, are concentrated in a 
small space, enabling the eye to contemplate an entirety 
rather than a series of details. A graphic board or chart 
is the shop or department in miniature. 

C Ease of Operation, in that clerical help can easily 
maintain the graphical methods, leaving the executives free 
simply to "look and reason. '' 

D Vividness, in that the exceptions stand out in such a 



26 

manner as to become much more impressive than an assort- 
ment pf figures which must be mentally compared and re- 
lated. 

97 In the first place, while designed to indicate progress 
or what is actually happening, it should show anticipations 
or the things that may happen. Let us, therefore, consider 
the fundamentals in manufacturing in an effort to deter- 
mine some of the things that graphics consider : 

A Detailed plans and instructions. 

B Raw materials. 

C Labor. 

D Equipment and tools. 

E Supplies. 

F Assembling of parts. 

G Supervision. 

H Movement of material. 

98 Lacking any one or more of these things, delay or 
congestion occurs. Let us consider possible reasons : 

A Lackin^g Detailed Plans and Instkuctions may mean 
that there is no order; that the order is incomplete as to 
identifying the product to be made ; that the order requires 
modification with insufficient explanation as to changes; 
doubt as to proper quantity to run through ; lack of proper 
blueprints, sketches or dimensional details; absence of in- 
structions as to auxiliary tools required. 

B Lack of Raw Matekial may mean insufficient quan- 
tity ; unsuitable quantity ; inability to use material on hand 
because specified for other use; eleventh-hour lack of ma- 
terial believed to be in stock ; material which under normal 
conditions would have been received in time but delayed 
because of production or transportation troubles; error in 
quantity available according to inventory. 

C Lack or Labor may mean temporary absence of the 
workman and inability to get substitutes; emergency ab- 
sence through accident or sickness; voluntary absence as 
result of labor troubles ; absence due to dissipation ; inabil- 
ity to get the right kind of labor for the work in hand; 
inability to get labor owing to the plant growing faster than 
labor can be secured and trained ; general labor shortage. 



27 

B Lack of Equipment and Tools may mean scarcity due 
to breakage ; scarcity due to insufficient supply in stock ; in- 
ability to provide necessary tools due to failure to anticipate 
.peculiar requirements of the job; congestion at machines 
due to previous breakdown and consequent delay; conges- 
tion due to unnecessary use of desired equipment or tools, 
for products or operations which could have been handled 
on other equipment not now engaged; failure to make re- 
pairs promptly— and to anticipate same. 

E Lack of Supplies may mean that material is out of 
stock; wrong kind of stock; inability to purchase the desired 
kind at the right moment ; error in quantity on inventory ; 
insufficient storage space. 

F Lack of Assembly Wokk may mean failure of stores 
department or preceding department to deliver material 
which was available; failure of foreman to assign workmen 
to the task ; failure to secure the necessary supplies ; failure 
to deliver instructions in advance of receipt of material. 

G Lack of Supekvision may mean too much clerical work 
by foremen; failure to appoint necessary subforemen; fore- 
men's inability to watch current conditions because too much 
occupied in training new help or doing inspection work. 

H Lack of Pkopek Material Movement may mean lack 
of move orders ; congestion of material due to carelessness ; 
lack of help ; waiting for inspection ; lack of facilities. 

99 Criticism without the suggestion of an improvement 
avails little. It is, therefore, necessary in studying produc- 
tion methods to distinguish between the virtues of the plant 
policies and methods and the merits due the workers ' skill, 
experience and effort. So also must faults and oversights 
of the management be distingTiished from the blunders and 
carelessness of the workmen. Faults and blunders in total 
are equal to those of the management plus those of the work- 
men. If, then, facts as to priority, sequence, delays, errors, 
blunders, carelessness, oversights, can be made to appear 
in plain sight for the benefit of all concerned, by means of 
graphical control, we have a better means of showing this 
information concurrently than any other so far furnished, 
and one absolutely impartial and unbiased when it comes 



28 

to a consideration of the merits of management and men. 
** Graphic production control'' tells: 

A As TO THE Okder. What priority, if any, over its 
regular sequence! What standard or special order as to* 
design, workmanship, material, ultimate purpose? 

B As TO THE Product. Are designs and full instructions 
ready! Are all necessary materials in stock and ready! 
Has time of specific equipment been provided! Are all 
necessary tools known to be on hand and in good order! Is 
available labor ready and properly trained? 

C As TO Progress. Were all prepeding operations fin- 
ished on scheduled time ! Will any preceding delay prevent 
starting current operations on scheduled time! Have re- 
cent operations of the sort been running under or beyond 
scheduled time! 

D As TO Delays. How are they caused— through in- 
sufficient instructions! lack of material or supplies! absence 
or slowness of worker! lack of tools! non-delivery of parts 
from preceding department! breakdown of equipment! 
error in processing by preceding department! 

100 The commonest excuse met with in industry is, **I 
didn't know it in time." Machines may be out of repair, 
but why are they not kept in repair! Machines may be 
waiting for work, but why have not proper arrangements 
been made to keep jobs ahead for them! Operators may 
not be attending to machines properly, but where is the 
supervision! Machines may be waiting for set-up men, but 
why has not this been arranged for in advance! Machines 
may be waiting for tools, but why are not the tools on hand 
and in readiness for use! Machines may be waiting for 
material, but why have not the material requirements been 
anticipated! The reason these things happen, is because 
the facts are not made known soon enough to forestall 
trouble. If a man could be a mind-reader and gifted with 
a sixth sense or second sight, these things would be antici- 
pated and provision made for efficient running; but, not 
possessing these gifts, he has to resort to ''I didn't know," 
which is usually true enough, but not the real reason. 
** Graphic production control" eliminates this excuse be- 



29 

cause it portrays what is going to happen, as well as what 
is happening. An average foreman, knowing, hours in 
advance, that a machine is going to be down for work, or 
that tools will be needed, or that material will be needed, or 
that material will have to be moved to the next operation, 
will see to it that action is secured, which will result in 
uninterrupted operation. Graphic methods show these es- 
sential requirements ivell in advance. 

101 No general or introductory treatment of ''graphic 
production control" would be complete without furnishing 
an outline of what the plan could be expected to show in the 
way of valuable information for the shop man to use in his 
work of getting out production. The following is submitted 
as an example of what a graphic method would indicate : 

Eelative importance of the various parts of an order 
from the standpoint of purchasing, processing and as- 
sembly. 

Pieces received from the outside or from the foundry; 
pieces processed according to part or operation and the 
units assembled, at any given time. 

Estimated times of the various operations ; actual times 
against estimates (progressive) and the gains or losses in 
actual times over estimated times. 

The costs of operations, as the work progresses. 

Eelation at any time between the actual progress of an 
order, in whole or in part, and the normal progress, indi- 
cating how far the actual progress is ahead or behind the 
normal progress. 

Apportioning work to be done against equipment, work- 
men or departments, in such a way as to show congestion 
or excess capacity. 

Performances of machines or operations against esti- 
mated productions, showing gains or losses. 

Following up purchases. 

Continuous inventory of material. 

Inventory of labor, in hours, against machines and 
operations. 

Manufacturing schedules showing dates work should 
start and finish, with provision for showing progress. 



30 

Schedules for purchasing department, pattern shop, 
foundry and tool room. 

How much work is ahead of any machine. 

How much material is actually at any machine. 

Sequence of jobs. 

What job is on machine, and, if there are others, the 
order of their importance. 

What orders on any particular machine are held up for 
tools. 

When tools are received. 

When it is necessary to get more material to prevent 
breaking down a machine for a different job. 

When material has arrived. 

When it is necessary to get more orders to keep certain 
machines busy. 

What machines are idle and for how long. 

Whether machines are idle for: Breakdown, absent 
workman, workman on more important work, no work, 
waiting for tools or drawings, waiting for inspection, set- 
ting up, no power, waiting for crane. 

When machine starts again after difficulty is remedied. 

When machines have been repaired. 

Control of material movement. 

Control of inspection. 

What machines are most congested. 

Whether workmen are ahead or behind schedule. 
"3 ^ If production is falling behind and where. 

Whether orders are broken into more than necessary. 

Time when an operation must begin. 

Standard or estimated time set for doing work. 

Actual time spent in doing work. 

When necessary to revise schedules to relieve conges- 
tion, or to meet conditions caused by absent workmen or 
breakdown. 

Proper routing. 

Where installation of additional equipment would be 
advisable. 

Delay between operations. 

Whether adequate supply of material is on hand. 



31 

Exact shop condition of any class of product or any 
order. 

Comparisons of machines by departments. 

Location of any order. 

Completion percentage of any order. 

Work released for next operation. 

Standard hourly output of each operation. 

Sequence of operations for any class of product. 

Date a particular order will go to a machine. 

Probable time of completing an order. 

How many more operations are yet to be performed on 
an order. 

T\^iere to apply effort to secure an even flow of produc- 
tion. 

102 The two introductory chapters dealt with graphics 
in the abstract; the chapter on "Graphics in Warfare,'' 
and this chapter on "Graphics in Industry/' considered the 
subject in the concrete. A study of all four chapters should 
convince the most skeptical of the value of graphics in con- 
trolling production. Industry has made rapid strides, from 
the standpoint of efficiency in production, through the adop- 
tion of card systems and loose-leaf books; but while still 
useful and necessary, these have been found inadequate, 
when the ever increasing complications of modern industry 
are considered. It has been necessary to develop something 
more comprehensive, more simple, more elastic and more 
anticipative, and this something is graphics, based on the 
principle of visualization, on the assumption that the eye is 
the pilot of the mind. 



32 



Chapter V 

IDEALS OF aRAPHIC PRODUCTION 
CONTROL 

103 ^'Hey there! Where are you going? Can't you see 
that ^Stop' sign facing you? Back up and keep your eyes 
ojDen. ' ' 

104 With these words to a careless autoist, one of the 
efficient New York traffic officers went about his business 
''controlHng'' the endless procession of automobiles that is 
in daily evidence on the principal New York streets. 

105 Imagine, you readers who have been to New York, 
what would happen daily at Fifth Avenue and 42d Street, if 
there were no traffic cops in evidence. Progress of auto- 
mobiles would be much slower, congestion infinitely greater, 
accidents would be a common sight and the poor pedestrian 
would have a sorry time of it trying to dart in and out of 
traffic to cross the street. 

106 The traffic cop in any city is the best personification 
of Graphic Control that I knoiv of. 

107 Now imagine a factory where material is allowed to 
flow at will, where there are no ''Stop'' and "Go" signs, 
where no one in particular is in charge of controlling the 
movement of materials, and you have much the same condi- 
tions—congestion of material, slow progress, lost parts, 
failure to maintain schedules and the like. 

108 If it is necessary to control the movement of auto- 
mobiles, trucks, street cars and people in our cities, it is just 
as necessary to control production in our factories, as there 
is a deadly parallel between traffic and production. 

109 The above word-painting, so illustrative of what is 
in mind as necessary in industry, is but the picture of a 



33 

practical ideal of Graphic Production Control. There are 
other ideals, just as practical and equally as important, and 
which can be stated as follows: 

A The ideal of service. 

B The ideal of the efficiency as to the use of money. 

C The ideal of economical production. 

110 A few words regarding each is in order. 

111 The Ideal of Service. The old slogan, ^'The Pub- 
lic be Damned,^' and its companion cry, ^^ Business for 
Profit,'' are being recognized as not belonging to the new 
order of things. Industry has a long train of broken prom- 
ises as to deliveries to its discredit, when better control 
would have resulted in more ^^on time" deliveries. The 
best customer is a satisfied customer, and in the future, 
when intense competition is the order, no ^Hake it or leave 
if policy, as to the kind of goods manufactured, or con- 
stant failure to ship on time, is going to hold customers for 
very long. The new business slogans, which far-sighted 
managers are adopting, are: ^'The Public be Pleased,'' and 
^'Business for Service with Profit," and it will be those 
managers who will get the business. Graphic control is a 
direct aid to the furtherance of this great policy of service, 
and for this reason, if for no other, will become more and 
more popular with executives. 

112 The Ideal of Efficiency as to the Use of Money. 
Unsystematic manufacturing is notoriously wasteful from 
the standpoint of money tied up in raw and semi-finished 
materials and work in process as well as in excessive or 
unnecessary equipment. Even in systematized manufac- 
turing, more money is invested in materials and in equip- 
ment than is necessary. A greater turnover, with a mini- 
mum of investment in materials and equipment, will result 
only when manufacturing, from purchasing to shipping, is 
under positive control at all times. Here again graphic 
control comes in to show up delays and exceptions, and 
because of its ' ^ anticipativeness, " enables the far-sighted 
manager to manipulate his resources to better advantage. 
Idleness, whether in materials or equipment or floor space, 
means waste in money, which waste must be eliminated if 



34 

we are to become the most efficient and prosperous indus- 
trial nation on eartli. It is simply a question of "obstruc- 
tion vs, production. '^ 

113 The Ideal of Economical Production. We are 
living in an age of wonderful advances in labor-saving 
equipment of all kinds, the most modern methods of man- 
agement and the latest devices of all sorts for factory and 
office, yet we have watched the cost of living steadily rise on 
all sides, with the end not in sight. The cycle has been and 
still is: increased wages— increased material costs— in- 
creased total costs— increased prices— increased wages, 
and so on the thing goes, always in the same direction— 
upward. 

114 Certain it is, if we are ever going to pull "High 
Cost of Living '' off its high horse, that this nation must 
give its attention to economical production, by which is 
meant — quantity production of the proper quality at the 
lowest cost. 

115 To do this, production must be efficiently controlled 
at all times, and here again graphic control steps in as a 
decisive factor in prescribing standards and coordinating 
productive elements, to the end that the standards will be 
attained. 

116 Such are the worthy ideals of Graphic Production 
Control: service to the consuming public, which makes for 
good ivill; better use of money, which makes for thrift; and 
more economical production, which makes for reduced cost 
of living. You may say that I am over-enthusiastic about 
this whole subject. My answer is, that for over ten years I 
have been thinking in terms of visualization; in fact, as 
early as 1907, in a series of papers in the pages of The En- 
gineering Magazine, I presented charts which were de- 
signed to assist the manufacturing executive. To the skep- 
tic I say. Go and use graphics and you will become as stanch 
a supporter as I, for the following reason: 

117 The most advanced doctrine of management is that 
the unit sold is really fime— time of equipment; time of 
workmen ; time money is tied up in materials ; time of cleri- 
cal help; time of storage in a given place; time to make 
tools and jigs; time to remove material from one place to 



35 

another ; time to set up machines ; time of inspection. Any 
delays or enforced idleness at any of these points spells 
waste or loss, resulting in high costs which make for high 
prices. In proportion as manufacturers learn the costli- 
ness of idleness in industry in relation to the users of their 
products, in that same proportion will they welcome the 
efficiency of ^'graphic production control' ' to point out un- 
erringly the location and cause of such idleness. 

118 In the first place, what are we going to try and ac- 
complish through the use of graphic control? Let me put 
it in the form of a standard : 

119 The time to consider the matter of manufacturing 
a definite number of units of production, in a definite time, 
tvithin a definite cost limit, at a definite efficiency, is BE- 
FORE the ivork is started in the shops, and not after. 

120 How will we convert this ideal into a practical real- 
ity? We can answer this by defining ^'graphic production 
control'' as — That mechanism which provides a means 
ivherehy, through visualization or graphical presentation, 
all details in connection tvith production can he intelligently 
planned in advance and efficiently dispatched; whereby each 
machine, man or gang can work tvith reference to all the 
other machines, men or gangs; whereby the shop manage- 
ment can, through advance knowledge, provide the neces- 
sary elements in the way of materials, machines, tools, 
dratvings and labor. 

121 The above is virtually the definition of a principle, 
as ^'control" is the fourth principle of the author's six 
principles of Industrial Engineering: Investigation, co- 
ordination, records, control, standardization and relations. 

122 To give the reader a proper conception of require- 
ments to keep in mind in organizing the Graphic Produc- 
tion Control, the following is offered: 

A A knowledge of what to make, the quantities, and 
the time in which to make them. 

B Complete up-to-the-minute knowledge of stock re- 
ceipts and disbursements. 

C Prompt checking of requirements against the stock 
records. 



36 

D Mainteuaiiee of stock margins that will insure ma- 
terial being on hand when wanted. 

E Analysis of the parts entering into the manufac- 
ture of the product, their operations and the estimated 
time per operation. 

F Routing of orders analyzed to machines and gangs. 

G Study of planning to avoid congestion. 

H Rearrangement of schedule to meet unforeseen 
contingencies. 

/ Replacing spoiled or defective material. 

J Charting progress of orders. 

K Study of conditions interfering with prompt execu- 
tion of plans. 

L Delivery of material to machines and gangs. 

123 To indicate the soundness of the above twelve 
points, which appeared in the author's ^'Installing Effi- 
ciency Methods,'' published in 1914, Mr. George S. Arm- 
strong, in his book, '^ Planning and Time Studies," clas- 
sified them under the headings which he considered the 
essentials of planning— 

Demand 
Material 
Equipment 
Time Standards 
Control Mechanism 

—as follows: 

Demand. 

A A knowledge of what to make, and the quan- 
tities and the time in which to make them. 

Material. 

B Complete up-to-the-minute knowledge of re- 
ceipts and disbursement of materials. 

C Prompt checking of requirements against stock 
records. 

D Maintenance of stock margins that will insure 
materials being on hand when wanted. 

L Delivery of materials to machines and gangs. 



37 

Equipment. 

K Study of conditions inter fer in <^ with prompt 
execution of plans. 

F Routini>' of orders analyzed to machines and 
gangs. 

Time Standards. 

E Analysis of parts entering into the manufac- 
ture of the product, their operations and the esti- 
mated time per operation. 

Control Mechanism. 

J Charting progress of orders. 
H Eearrangement of schedules to meet unfore- 
seen contingencies. 

I Replacing spoiled or defective material. 
G Study of planning to prevent congestion. 

124 Now let me ask any industrial executive this ques- 
tion: Is there anything about any of the above twelve 
points that is impractical or visionary? Are not all of them 
accepted by industry at large to-day! Well, then, if you 
believe in these twelve points, you can have Graphic Pro- 
duction Control, if you will subscribe to a few simple rules, 
which you will also find are in almost general use in indus- 
try, as follows : 

A No work should be undertaken in any department 
of the plant without an order in writing. 

B No orders are to be started until they have first 
passed through the Control Department for attention 
and scheduling. 

C No job will be considered available until everything 
is or ivill he ready for the work. 

B No job is to be changed after starting until the 
, Control Department has been notified and arranged for 
the changes. 

E No part of an operation is to be started by a suc- 
ceeding operation until the Control Department has ar- 
ranged for it. 

F Sufficient work must at all times be scheduled ahead 
so that there will be no likelihood of a machine or gang 



38 

running out of work. Better to schedule too much work 
than not enough. 

G No material is to be moved to a starting operation 
without the knowledge of the Control Department. 

H Jobs must be arranged and given out in the order 
scheduled. 

I The routing indicated for a job is not to be changed 
except on authority of Control Department. 

J Time cards must register actual times and amounts 
produced. 

K Each operation must be reported on a separate 
card showing time and count. 

L Idle time must be shown on a separate card. 

125 What you may expect in the way of results from 
Graphic Production Control if the requirements are fulfilled 
and the rules lived up to, can be stated as follows : 

A Eeduction of raw materials and work in process 
carried. 

B Prompt ordering of material required. 

C Notification to foreman of all operations necessary 
to make any piece, with the sequence in which the opera- 
tions are to be performed. 

D Prompt ascertainment by the foreman of the 
whereabouts of all material and supplies necessary to fill 
each production order. 

E Fuller utilization than formerly of the capacity of 
each machine. 

F Fuller utilization than formerly of the capacity of 
each workman. 

G Prompt following of each operation in any one de- 
partment by the one ordered to follow it. 

H Prompt following of the work in any one depart- 
ment by that in the department next scheduled to fol- 
low it. 

/ Insight into the state of progress of each job in 
process. 

J Information as to the lack of capacity of any one 
machine. 



39 

K Information as to the lack of capacity in any one 
department. 

L Reduction of overliead. 

M Reduction of material cost. 

N Reduction of direct labor cost. 

Reduction of indirect labor cost. 

P Better relations between department heads. 

Q Better relations between department heads and 
workmen. 

R More rapid production. 

S Avoidance of congestion in any one department. 

T Avoidance of congestion of any one machine. 



40 



Chaptee VI 

THE LAWS OF GRAPHIC PRODUCTION 
CONTROL 

126 The Bible might have contained this commandment, 
' ' Put not thy faith in devices, forms and systems, but be ye 
chiefly concerned regarding principles and laws, for in their 
acceptance there is much reward. ' ' 

127 Now the point is— after providing a practical ideal 
and defining the principle of control— what are the laws 
through which we can secure the results outlined ? They are 
several in number, as follows : 

A Centealization. Given a plant and equipment, with 
an organization to handle the work, the manufacturing of 
all that is designed by the engineering department and sold 
by the sales department can be handled to best advantage 
only when the details, instead of being considered indepen- 
dently by each department, are controlled hy one function. 

B Scope of Conteol. Control should be as much con- 
cerned with engineering, purchasing, tool and jig work, as 
with foundry, machine shop and assembly methods and 
operations. 

C Deaw veesus Push. Work should be drawn through 
a shop from the erection end, and not pushed through the 
engineering, purchasing, foundry and machines to sub- 
assembly, assembly and erection. 

D Eequieements. Kequirements in the way of units to 
manufacture must be known in advance, so as to allow time 
to arrange for proper control. 

E Assignment of Woek. Assignment of sufficient work 
must be made in advance, to keep equipment and men oper- 



41 

atiiig at maximum capacity, without injury to condition of 
equipment or health of men. 

F Importance and Availability. Relative importance 
and availability of all work must be known and considered 
in controlling production. 

G Operations. Operations must be standardized as to 
sequence and manner of working, and estimated or stand- 
ard times established for all work which is to be graphically 
controlled. 

H Labor. No man should do any work that can be per- 
formed as well by another with less skill and at less expense, 
or with greater skill or more expert attention. % 

/ Equipment. Equipment should be standardized, kept 
properly repaired and the proper balance maintained for 
efificient production between types and sizes. 

J Materials. Material should be under positive control 
at all times, to insure adequate quantity, proper quality and 
efficient movement. , 

K Starting Operations. The selection of a starting- 
operation, whether making a jig, bu}dng material or start- 
ing a machining operation, is governed by that element the 
starting point of which is furthest from the finishing point, 

L Succeeding Operations. No succeeding operation 
should be started in a plant when its ratio to the preceding- 
operation is less than one to one. 

M Lots. Lots should be directly proportional to the 
ratio of handling time (set-up time) to the operation time, 
and inversely proportional to the size or weight or value of , 
the material. '^ 

N Costs. The same mechanism that is used in graphic- 
ally controlling production, should also furnish direct costs 
of production as a by-product. 

Organization. The functions of control should be 
properly determined and authority, duties and responsi- 
bilities worked out and followed. 

128 The laws of control are much more fundamental 
and important than a casual reading indicates. Unless they 
are accepted and obeyed, no effective production control is 
at all possible, and the reason why so many concerns secure 



42 

only ordinary results from their control methods is because 
there is a violation of one or more of the laws. 

129 In one case a survey resulted in the following re- 
port, which is self-explanatory and shows conclusively that 
many of the laws were not considered : 

130 After our preliminary study of your operations, we 
tried to match betterments against your requirements as a 
test, but found we could do little, for the following reasons : 

A We did not find an analysis of parts from the 
standpoint of importance to sub-assembly and final erec- 
tion. Lacking this, it is impossible to work up sequence 
and flow of parts and sub-assemblies. 

B Little has been done in the matter of standardizing 
operations or supplying records with sequence of opera- 
tions on parts. Without this knowledge it is impossible 
to route parts through the shops. 

C There are no estimated times for operations on file. 
This is necessary in planning, in order to estimate the 
length of time to allow for work at the different points of 
travel. 

D While you have part orders, there are no regular 
manufacturing orders for building a definite number of 
certain models, making it a difficult matter to know what 
to control. 

E You have orders in the plant for too long a time. 
This not only holds up your records but increases the 
chance of errors creeping in, or having the orders lost or 
sidetracked. 

F You do not have your stock situation under the kind 
of control that would enable the planning department to 
depend upon these records, which would mean constant 
changes and corrections in schedules. 

G Your time reports are loose and unreliable, as the 
men keep their own time or your clerks enter what the 
men tell them. Correct times and correct counts are es- 
sential in watching and controlling progress, from day to 
day, of work which has been planned. 

H You have too many changes and errors, during 



43 

process of manufacturing, to schedule intelligently the 
work of assembly and testing. These departments, not 
knowing what is coming to them from serving depart- 
ments, cannot get things in readiness in advance. Very 
often they liave to do extra work because of a failure to 
complete work on a preceding operation. 

/ Due to the present congestion in the shops, it would 
be exceedingly difficult to control production efficiency 
without a full knowledge of what is in shop and the con- 
ditions with reference to completion. 

J Because of the lack of advance information, de- 
partments do not know in all cases what is coming to 
them until material arrives on the floors. Under these 
conditions no scheduling is at all possible. 

K Weaknesses in both tool room and inspection de- 
partments would interfere at present with attempts to 
schedule work properly through the plant. 

L As was repeatedly pointed out, there is an almost 
entire absence of systematic shop procedure, the unfore- 
seen and the unexpected largely governing the depart- 
ment heads. 

131 Yet this was a supposedly modern plant making a 
high-class product, and the conditions outlined prove con- 
clusively the need for obeying the laws of production con- 
trol. Let us consider these laws, one at a time, that their 
meaning may be clearly understood. 

132 A Cextealization. Little argument should be 
needed to show that one function can coordinate properly, 
where several functions become antagonistic. One function 
can consider the needs of the various divisions, where, if 
left to several, there is a tendency toward confusion and 
lack of cooperation, each feeling that its own needs are of 
paramount importance and should therefore be considered 
first. One function can keep the plant ideal constantly be- 
fore it, whereas several functions mean several conflicting 
ideals, resulting in that game we all know so much about— 
*' passing the bucf 

133 B Scope of Control. Control, to be efficient, must 



44 

be comprehensive and all-embracing. If tlie purchasing is 
not included in the control plans, how can efficient planning 
be carried on in the shops, when its efficiency is in a sense 
dependent on the efficiency of the purchasing function? If 
the engineering function is in no way guided by shop re- 
quirements, how will the control function be able to plan 
properly, not knowing what to expect from the engineering 
division, and when? If the tool and jig work or the making 
of patterns is a side issue, what basis will the control func- 
tion have for scheduling foundry work or the starting of 
machining? If the foundry or forge-shop production is not 
tied into the machine and assembly work, what plans can 
the control function make, not knowing what castings or 
forgings to depend upon! In other words, a control func- 
tion which seeks to control simply the operations of ma- 
chining and assembly, means no control at all and is always 
at the mercy of the shortcomings of others. 

134 C Deaw veesl's Push. Assembly and erection 
foremen have told me, time and time again, that they could 
not schedule work ahead, because they did not know what 
was coming to them from the machines. Subsequent inves- 
tigations have always borne out these statements. How 
could they be expected to do so, when in a guess-it-will-get- 
there-all-right manner, an attempt is made to start work in 
and through the machines without definite reference to 
where it will be from time to time and where it will end up ? 
Further, I have often seen plenty of work at machines, with 
men working at a fair rate of efficiency, while the assembly 
and erection men were either hungry for parts or working 
on whatever they could get, but did not want, so as to keep 
busy. Instead of planning to keep the machines busy, with 
only a general idea as regards the erection, the task should 
be to keep the assemblers and erection men busy on what 
they should have, and then fit the work in and through the 
machines to match this line-up. In other words, the com- 
pletion or wanted times are known factors or control con- 
stants, and the planning should work back from these con- 
stants. 

In one study made of a large plant, the erection figures 
showed these results ; 



45 



Unit 


Starting 


Dally Productions 


1 


March 25 


0, 0, 26, 16, 6, 4, 8, 8, 15, 


2 


April 8 


0, 2, 6, 11, 9, 4, 0, 5 


3 


April 12 


0, 0, 3, 3, 1, 


4 


March 27 


0, 5, 5, 19, 15, 5, 15, 10, 26, 18, 18, 5, 4 


5 


March 31 


10, 12, 7, 3, 8, 12, 19, 5 



It should be obvious from a study of the above figures 
that nothing- approaching an even production flow, or uni- 
formity, or efficient working by men and gangs, or even 
good planning, is at all possible under such conditions. It 
should also be evident that the fault does not rest with the 
assembly department, as it assembles what it receives, and, 
not dominating the situation from the standpoint of plan- 
ning and control, can exert only an indirect influence with 
reference to what should be delivered to it, as well as when, 
and the quantities. The results, however, are : 

a Disorganization of the department. 

h Breaking up and shifting of gangs. 

c Putting men familiar with one line of work on oper- 
ations with which they are not so familiar. 

d Loss of production. 

e Loss of time waiting for materials when shifting- 
gangs. 

/ Increased costs of assembly. 

The fault in such a case as this can be laid to violation of 
this law, that work should be drawn through a shop from 
the erection end and not pushed through, with the drawing 
including all factors affecting production. 

135 D Requirements. Unless requirements are known 
in advance of starting work, no control over production can 
possibly be exercised, for the very good reason that there 
is no time allowed to plan properly and dispatch. In one 
case it was found that engineering- work on the product and 
work on the tools and jigs should have started months be- 
fore they did start. In other words, in working back from 
the '* completion wanted'' date to the time the important 
and critical items should be started, to allow for efficient 
manufacture and proper coordination, the elapsed time was 



46 

entirely insufficient. The control function, to operate prop- 
erly, must know, sufficiently in advance, what is to be made, 
the quantities and the time completions are wanted. This 
cannot, of course, always be done, but experience proves 
that it can be done much oftener than it is, as these chap- 
ters will indicate. 

136 E Assignment of Wokk. Unless sufficient work 
can be scheduled against machines, men and gangs, what is 
the sense of going to the expense of creating a control 
function! To go into four well-known and representative 
plants, where attempts were made to plan work and find 
idle equipment times of 30, 35, 40, and 50 per cent., respec- 
tively, is a sad commentary on production practice in this 
age of modern methods. In one of the cases— the most se- 
rious—the causes of faulty assignment were found to be : 

a Shortage of manufactured material or purchased 
parts. 

h Jigs and tools not in readiness. 

c Faulty design requiring experimenting in shops to 
correct. 

d Changes in design after manufacturing had been 
started. 

e Making special parts and sundries. 

/ Delayed orders. 

g Changes in schedules. 

h Failure to schedule machines properly. 
This law should need little argument to justify its inclu- 
sion in this list of laws. Its soundness and logic are evident, 
but it is one that is violated most in industry. 

137 F Importance and Availability. In a plant mak- 
ing large gas engines, the assembly foreman once said that 
if he could get the parts he wanted, in the order that he 
knew would make for the greatest efficiency, he could get 
out much more production. I asked him why he could not 
get what he wanted when he wanted it 1 He stated that the 
foundry, forge shop and purchasing department usually 
gave him the things they thought he needed, or the things 
which seemed easiest to make, but which he did not need 
until toward the middle or ending of the work. As a result, 



47 

I asked him to take his very complete bill of material and 
mark, in one-two-three order, the arrangement of the parts 
with reference to their importance to him, and I told him 
that I would see if, in the future, we could not get the parts 
to him in the order named. He did so, and it was a simple 
matter to rearrange the list according to importance and 
schedule the foundry, forge shop and purchasing depart- 
ment accordingly, rendering available the things necessary 
to efficient assembly and erection. It was simply a case of 
'^ first things first.'' In this connection, it was found that 
the order of importance to the assembly end was not the 
order of importance to the machining departments, nor 
to the foundry or the forge shop— but this phase will be 
treated under another heading. The aim of this law is to 
furnish a manufacturing ideal, so as to lay down on the 
assembly floors the proper flow of work in sequence. 

138 G Operations. Unless we know the sequence of 
operations, we are in no position to schedule properly the 
flow of parts from one place to another. If we do not know 
the approximate time an operation will take, we cannot say 
how long a machine or man will be engaged on it, and are 
therefore in no position to coordinate the operations and the 
equipment. We must also know the manner in which the 
work is done, so as to have a basis for time estimates and 
for betterments in the manner of performing. Consequently 
efficient control depends upon having a function at work 
standardizing operations, to determine sequence, method of 
manufacturing and the time an operation should take. 

139 H Labor. This is a law the logic of which is gen- 
erally accepted in industry but not always obeyed. If a 
laborer can bring material to a machinist or structural 
worker or molder, the higher paid skilled worker should not 
be called upon to do so. If an expert mechanic can shape, 
grind and dress tools better than the machinist or structural 
worker, common sense dictates that the expert mechanic 
should be given this work to do, that there may be uniform- 
ity and greater efficiency in what he does over what would 
be the case if all of the workers were allowed to take care 
of their own tools. The same logic applies with reference 
to repairing machines, inspecting the work and the like. 



48 

140 7 Equipment. Equipment unstandardized, out of 
repair and out of balance, means the manufacture of a 
product at high cost, as well as delays and confusion. What 
a machine can do should be a known fact and not a matter 
of guesswork. To fail to anticipate breakdowns and make 
repairs out of working hours, is to court loss of production 
while repairing during working hours. To have equipment 
unbalanced, means that some machines will be congested 
while others will be idle for part of the time. 

141 J Material. Material must be just as much sub- 
ject to control as labor and equipment, as it is one of the 
most important factors requiring coordination. There must 
be a knowledge of what to make, the quantities and the time 
in which to make them. There must be complete and up-to- 
the-minute knowledge of stock receipts and disbursements. 
There must be prompt checking of requirements against 
stock records. There must be a maintenance of stock mar- 
gins that will insure materials being on hand when wanted. 
If the material situation in a plant is put under proper con- 
trol, one of the stumbling-blocks in the carrying out of good 
planning will be removed. Many an otherwise efficient pro- 
duction control installation has come to grief because the 
control over material was more fancied than real. It is, of 
course, fully realized that in these times there is great diffi- 
culty in efficiently controlling material, but the methods 
which will be outlined in this series will show that material 
can be controlled in the average case much better than is 
usually done. 

142 K Starting Operations. One of the most difficult 
questions to answer in manufacturing is, ^'When should 
we start a certain piece of work?^' In many cases coming 
under the writer's observation the plan was one of starting 
work through the foundry, forge shop and machines and 
then hoping and praying it would be assembled and shipped 
on time. The purpose of graphics is to substitute some- 
thing scientific for guesswork and prayer, through the ap- 
plication of this law of starting operations. 

143 Let us analyze Figure 3 for a moment. An order is 
received on June 3 and is wanted on August 28, which 
means that 75 working days are allowed in which to make 



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50 

the unit or units. Now, instead of pushing things through 
the shop in a haphazard manner, let us first of all observe 
this law of drawing the work through. We will first gather 
data as to the time it takes to do the various kinds of work 
necessary to complete the order. Starting back, therefore, 
from August 28, on graphic paper (each small space equal- 
ing one day, six days to the division), we find that final as- 
sembly will take 12 days ; that there are four sub-assemblies 
taking 10, 8, 16 and 13 days, respectively, and that the va- 
rious parts of the four sub-assemblies take the times indi- 
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Figure 4. A Plotting of 
Operation Sequence 



back from Y still further, we set down the times to make 
jigs and procure materials. 

144 What do we find! The most important fact is that 
we must start our activities on June 14 (marked X), and 
that the time in which to manufacture is 65 days (June 14 
to August 28). We also find (according to the law of im- 
portance) that SA3 is the most important sub-assembly for 
the assembly floor, and that SAIA, SA2A, SA3A, and SA4A 
are the most important parts to sub-assemblers. The most 
important part from the standpoint of machining is SA3A, 
the most important purchase SA3B, and the most important 
jig SA4A. These are the critical points. By as much as 
we lose time at any of these critical points, other things 
being equal, by just that much must we advance the finish 
date. If, for instance^ we do not get our jig work started 



51 

until June 25, instead of June 14, our completion date will 
be September 9. 

145 A brief study of the chart will show it to be self- 
explanatory, and will prove conclusively the superiority of 
graphics over the usual method for laying out a manufac- 
turing program and controlling production. 

146 L Succeeding Opekation. By this law we can 
properly control the flow of operations of parts through the 
shops. Let us assume that part SA3A (Figure 3), taking 
20 days or 200 hours, is divided as follows : 



Operation 


Hours 


1 


10 


2 


25 


3 


40 


4 


15 


5 


30 


6 


10 


7 


45 


8 


25 



147 If we work on the assumption that we will complete 
the 200 hours of work by finishing the pieces at each opera- 
tion, before turning the work over to the next operation, we 
will have a graphic record as shown in Figure 4, and can 
show progress by the dotted line as indicated. 

148 Let us look at it another way, however,— of re- 
leasing operations from one to another, as pieces are com- 
pleted, in cases ivhere it is found safe to do so. If we re- 
leased one-half of operation 1, or five hours ' work, to opera- 
tion 2, we would be giving the latter 121/0 hours ^ work, be- 
cause the ratio of the succeeding time to the time released 
is 2.5 to 1 ; that is, 25 -^- 10. If we released 10 hours ^ work 
from operation 2 to operation 3, we would be releasing 16 
hours to the latter, as the ratio of the succeeding operation 
to the preceding operation is 1.6 to 1, or 40 -^ 25. In both 
of these cases we release a greater amount of time per hour, 
from one operation to the next, for which reason it would 
be safe to schedule from 1 to 2 and from 2 to 3. 

149 From operation 3 to 4 (40 hours to 15 hours), we 
have a different condition. If we released 20 hours' work 



52 

from 3 to 4, it would give the latter operation only 71/0 
hours' work, the ratio being 0.375 to 1, or 15-^40. In other 
ivordSy if a man secured 0.375 hour's ivork from the pre- 
ceding hour's work, he would he idle 0.625 hour while wait- 
ing for the next hour's work. This same reasoning applies 
as regards releasing work from 5 to 6 and from 7 to 8, and 
operations 4, 6, and 8 have been marked ( — ) to indi- 
cate this. 

150 On the basis of this law we can turn out the 200 





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Figure 5. Replotting of Operation 
Sequence Shown in Figure 4 



hours* work referred to in less than 20 days, as will be seen 
from Figure 5. Beginning from the last operation and 
working backward, we would plot operation 8 (25 hours) 
from July 19. As the relation of the time of operation 8 to 
operation 7 is less than 1 to 1, we should not turn any work 
from 7 to 8 until all of the parts have been finished at that 
operation, although we could release the work when ap- 
proximately % of the parts had been finished. Hence we 
would start back from the end, or near the end, of the opera- 
tion 8 line and plot in the 45 hours for operation 7. Work 
at 6 can be turned over to 7 practically as fast as it is fin- 
ished, as the ratio of 7 to 6 is greater than 1 to 1. If the 
reader will, therefore, trace through to operation 1. it will 



53 

be seen that recognition has been given to this matter of 
ratio all through the eight operations. 

151 As will be noted by the above method of graphing, 
the 200 hours of work can be done in 13 days instead of 20 
days. 

152 The ratio in each case, as found by this formula 

Succeeding operation time _ T)„i.- 
Preceding operation time 

and worked out for the list of operations, would be as fol- 
lows for each one : 



Operation 


Hours 


Ratio 


1 


10 


2.5 to 1 


2 


25 


1.6 to 1 


3 


40 


0.375 to 1 


4 


15 


2.0 to 1 


5 


30 


0.33 tol 


6 


10 


4.5 to 1 


7 


45 


0.55 tol 


8 


25 





153 Here is another important point in connection with 
this law. Multiplying the time finished at any operation by 
its ratio will give the available time for the next operation, 
through which we can always have an inventory of labor, 
the same as we have an inventory of materials. For in- 
stance, 2 hours completed at operation 1 multiplied by its 
factor (2.5 to 1) means 5 hours of work for operation 2. If 
we complete 7 hours' work at operation 3 and multiply it 
by its factor (0.375 to 1), we have, as the time against oper- 
ation 4, the sum of 2.6 hours of work. This affords us an 
opportunity to deduct from one operation for time turned 
in and add to the succeeding operation, thus furnishing a 
continuous balance of labor to be performed against opera- 
tions. 

154 M Lots. One of the factors entering into high costs 
of production so often met with in industry, is the practice 
of making a few parts of a run of parts, then tearing down 
the machine for a rush or forgotten order, and again setting 
up for the displaced job. By properly controlling the pro- 



54 

duction, this tearing down and setting up can be reduced 
to a minimum, but the problem becomes one of determining 
the size of lots. In estimating operation times, it is usually 
known what the set-up times are, and it goes without saying 
that the greater the margin of set-up time to the time of 
the operations themselves, the larger should be the lot run 
through. When the set-up time is a small item, a small num- 
ber to the lot would be consistent. This part of the law is, 
therefore, important in determining the size of the lots to 
manufacture. 

155 On the other hand, how often have we seen valuable 
pieces or heavy pieces being made in quantity, which keeps 
a large amount of money tied up in stock or in work in 
process. Therefore the greater the value of the material 
or weight of the part, the less should be the number of the 
lot, making this part of the law just as important as the 
other. 

156 N Costs. One of the executives of a Middle West- 
ern plant once asked my advice on a cost problem, as re- 
gards which of two plans was the better. He stated that 
both the treasurer and the production manager wanted a 
cost system, but that each one wanted a different kind of a 
system. The treasurer wanted a financial accounting sys- 
tem, which would give him everything he wanted with which 
to render to his directors a proper accounting of where 
money was spent, when, how, and why, but in so doing mak- 
ing the shops fit into his plans, instead of basing his work 
on manufacturing conditions. The production manager, on 
the other hand, had a theory that he was there first of all 
to get out production as rapidly as possible ; next, to keep 
the expense down to a minimum; and finally, to render a 
proper accounting for the time and cost put in on work. 

157 In other words, the one wanted financial costs, the 
other engineering costs; the one wanted to be a historian, 
delving into the past, while the other preferred to be a 
prophet, looking into the future ; the one would make costs 
a prime consideration of the business, the other would make 
them a co-product of manufacturing. 

158 Under ^'graphic production controP' direct costs 
would be an engineering proposition and would be a part 



55 

of the control mechanism, for the reason that the same 
records used for planning and scheduling and controlling 
the manufacturing would also be used for keeping and com- 
piling costs, leaving the rest to the accountant. 

159 In brief, the production manager was right. 

160 Okganization. It is of the utmost importance, 
in providing ' ' graphic production control, ' ' to organize the 
work properly. The first law outlined the value of central- 
ization; this one considers the matter of coordination, of 
considering duties, functions, responsibilities and relation- 
ships. If the work is handled in a haphazard manner, with 
no head and tail to things, it will not be long before disorgan- 
ization sets in, and in the end ^^ graphic production control'' 
will either receive a ^' black eye'' or be "damned with faint 
praise. ' ' If things are to be done, some one must do them. 
If things are to be done, there is a good way to do them. 
Therefore the things to be done, the people to do them and 
the manner of doing them must be brought together and co- 
ordinated—that is, organized. There should be nothing left 
to guesswork or a matter of "I didn't know" or "I under- 
stood So-and-So to say so-and-so." 

161 A review of these laws will indicate how important 
* ' graphic production control ' ' becomes when they are prop- 
erly considered and woven into a well defined production 
plan. Obey the laws and results will be forthcoming. Vio- 
late them and there is a corresponding punishment as sure 
as the punishment we receive when we disobey the laws of 
the land, of health or of nature. Further, a study will indi- 
cate how important a proper consideration of law is in the 
treatment of production problems, instead of without refer- 
ence to sound theory. 



56 



Chapter VII 

FUNDAMENTAL CONSIDERATIONS IN 
ORAPHIC PRODUCTION CONTROL 

162 In considering the inauguration of a system of 
GrajDhic Production Control, certain questions and doubts 
arise as regards what to install and how to install it, as well 
as when the various steps should be undertaken and the 
order of their installation. With these points in mind, it 
was deemed advisable to outline certain fundamentals 
which would, in a general way, act as guides. 

163 The Chief Factoes in Pkocessing. The three pri- 
mary factors influencing the processing of materials are : 

A Plant Equipment and Arrangement. 
B Shop Transportation. 
C Production Methods. 

If we analyze these three a moment, it will be found that 
the best plant and equipment, with the most efficient shop 
transportation methods, will not insure the best results if 
the methods of production control are at fault. On the 
other hand, given the most efficient methods of production 
control, with only a fair degree of efficiency as to equip- 
ment arrangement, and transportation, and better results 
will be forthcoming. In other words, provide proper pro- 
duction control first, then tone up and make better the 
arrangement of plant and the shop transportation of mate- 
rials. 

164 Elements in Production Conteol. Let us deter- 
mine the elements which the control mechanism will control. 
The activities of the workmen must be guided or there will 
be only ordinary results in production. The movement of 



57 

material as to purchase, receipt, storage, issuance and 
transportation must be intelligently guided. The work to 
be done, or the operations, must be known and properly de- 
fined. The equipment— jigs, tools, fixtures and machines- 
must be in readiness for the work that is to be done. Hence 
we have four elements in control, under which can be clas- 
sified all factors influencing production- 
Labor, which does the work. 
Material, on which the work is done. 
Operations, the work done. 
Equipment, with which the work is done. 

165 If one or more of the four elements are neglected in, 
or eliminated from, any plan of production control, graphic 
or otherwise, do not look for any substantial results, for 
they ivill not he forthcoming. Control brings labor, mate- 
rial, work and equipment together and coordinates them 
for efficient manufacturing. 

166 Functions of the Control Mechanism. In ar- 
ranging for Graphic Production Control, the functions of 
the control mechanism are as follows : 

A Be responsible for the planning, routing and sched- 
uling of all production details. 

B Coordinate the work of the engineering, purchas- 
ing, cost, tool and manufacturing departments. 

C Work in conjunction with the various departments. 

D Act as a clearing house for all production data 
needed to guide properly the manufacture of a product. 

167 Incidentally the best name for the control mecha- 
nism is Control Department or Division, and it will be so 
termed in all subsequent discussion. 

168 Devices of Gtraphic Production Control. There 
are many elements to be considered in graphic presentation. 
In other words, there are numerous ways by which facts can 
be presented in a graphic manner. Careful analysis and 
the results of our experience reveal the following : 

A General Charts, showing results, past and pres- 
ent; tendencies as regards future happenings; essential 
information of a general character, all to be used for ref- 



58 

erence purposes, in gauging operating efficiency, and con- 
stituting the control according to results. 

B Pkogeess Charts, which, combined with order re- 
quirements, show graphically the conditions and present 
status of all orders, and constitute the control according 
to orders. 

C Material Charts, which show, in graphic form, the 
condition and flow of all essential materials, and consti- 
tute the control according to material, 

J) Control Boards or Charts, which furnish a true 
picture of the department or plant in miniature, and con- 
stitute the control according to equipment, or working 
places. 

E Dispatch Boards, which furnish the point of con- 
tact between control boards or charts and the shop opera- 
tions, and constitute the control according to labor. 

F Production Dials or Charts, which indicate graph- 
ically the productions of a department or shop or special 
product, in such a way as to indicate to the workmen their 
degree of performance on a particular task, and consti- 
tute the control according to attainment. 

169 How much is necessary of all these devices in a 
given case depends on the complications met with, the na- 
ture of the manufacture, and how far the concern desires 
to go in controlling its production. As can be seen, the 
control of equipment graphically does not furnish a quick 
reference as to the condition of orders or the condition of 
materials. As regards B, C, and E, each can be considered 
as going with one or both of the others, cross-indexing or 
double-entry recording, so to speak. Generally speaking, 
the control board can be looked on as the master control, 
with progress charts and material charts taking care of 
the orders and materials. Dispatch boards are always 
necessary in any proper plan of production control, and 
consideration will show that general charts {A) and pro- 
duction dials or charts {F) can be used to advantage in any 
business. 

170 What to Control. Systems of production control 
must deal primarily with one of three things,— material. 



59 

labor or equipment,— and it is sometimes difficult to deter- 
mine which should be considered as the factor in the pro- 
duction work. In some shops— repair and jobbing shops, 
for instance— material, or the ivork to be done, requires the 
closest attention and would therefore be the element to be 
controlled. In a machine shop making a regular line of 
product, the eqtiipment is the element to be carefully con- 
sidered, in order to manipulate it to best advantage. In 
controlling the work of a large maintenance gang, labor 
would be the basic factor to consider. In other words, the 
rule to follow is this: What is to he controlled depends 
upon ivJiat must he given the most careful attention. 

Ill Duplication in Methods. The next point to con- 
sider is whether or not a graphic production plan will con- 
stitute the primary and basic record, and what will be 
necessary in the way of collateral or supporting informa- 
tion. If, from the nature of the business, results must be 
compiled from cards or sheets which will in themselves aid 
to a considerable extent in controlling production and as- 
sist in reaching sound conclusions, the work of transferring 
this information to graphic boards and sheets is not only 
duplication of effort, but will result in incomplete posting 
to boards and sheets. If you can do things from two differ- 
ent sets of records, it will be found that neither is always 
correct, and as a result both are never relied upon. The 
aim should be to make the graphic record the original 
source of information, in so far as this is possible. If the 
thought is to make the graphic feature only a supplement 
to other and seemingly more important production meth- 
ods, the best possible advice is not to plan on any elaborate 
methods of graphic control. In most cases, a graphic plan 
will be all that is necessary to control production properly, 
and it should be the source of information and the keystone 
in the industrial structure. 

172 Accuracy of Methods. Whatever is devised must 
be adjusted to the detail and accuracy that are necessary or 
desirable. How far a graphic system should go ; the com- 
plications of the business ; the inefficiency of the department 
or plant; whether the plan is to be simply a guide or to 
serve as the basis of all important decisions, are points 



60 

which must be considered before a graphic proposition is 
devised and installed, as changes later on will prove costly. 

173 What Contkol Means. It should be borne in mind 
that the term ^ * control ^ ^ is not a substitute for thinking and 
reasoning. A graphic production control plan is at best 
only an inanimate thing, capable, because not a human 
being, of no real thinking- at all. To present information 
graphically and then expect the presentation to work won- 
ders in itself, is to expect the impossible. If you harness a 
team of horses and jump to the seat. without the reins in 
your hands, you will have no control of the horses. With 
the reins in your hands, however, you can guide and direct 
the team where you please. The same with graphics. The 
formula is : Graphics plus gray matter = control. 

174 Elasticity. The plan of graphic control devised 
must be elastic instead of a hard and fast, rigid, arbitrary 
mechanism. Men say to me, ^'Suppose this and that hap- 
pens, won't it destroy the effectiveness of the planf My 
reply always is, that under a proper plan, this and that and 
the other thing can happen and the plan will take care of it 
all. A machine may break down, or a worker may go home 
sick, or there may be a fire, or a customer may be forced to 
have his order completed at once, or material may be found 
defective, and unless these conditions can be quickly and 
properly taken care of by the graphic production methods, 
the plan does not prove up and is worthless. The plan, when 
making changes due to conditions such as above outlined, 
must not entail a long series of changes in supporting rec- 
ords and systems. It must be designed, as far as possible, 
like a battle-ship, so that certain parts can go out of com- 
mission, if necessary, without disarranging the whole. 

175 The Staet. Doubt often arises as regards how to 
start— whether to begin in a small way, gradually extending 
and refining as the work progresses, or to get everything in 
readiness before the installation of production methods. 
Take operation times as an example. Will we determine 
accurate standards before putting in production methods, 
or use estimated times to start with, and as rapidly as pos- 
sible during the installation of the work make the refine- 
ments necessarv to reduce the estimates to terms of accurate 



(il 

standards! In our work we recommend starting with esti- 
mated times, as the time that would otherwise be taken to 
determine accurate standards and arranging for a j)roper 
start can be used to advantage in making a real beginning 
toward controlling production and thereby securing better 
results. 

176 Information must be compiled regarding the prod- 
uct, as this determines what is to be made; material must 
be placed under better control, in order to know what is on 
hand and where it is; time of labor must be accurately 
recorded, in order to know what is being made and how long 
it is taking; information must be available as to equip- 
ment, in order to know where work can be scheduled. While 
all this is being done, estimated times can be compiled and 
work in with the rest of the program, and by following such 
a program results can be secured from the start. Refine- 
ments can be made as the work progresses, and in the long 
run the installation will be as complete as if greater prepa- 
rations were made at the start, with the advantages of tak- 
ing less time and securing better results. 

177 The beginning should not be too ambitious, or there 
will be a case of mental indigestion on the part of the fac- 
tory personnel. Begin slowly, but make every step count 
for something. Take the starting departments first, keeping 
in mind, however, the schedules of the finishing or assembly 
departments. In other words, keep in mind the third law 
of Graphic Production Control : i.e., Draw vs. Push. 

178 Types of Contkol. There are many different types 
of manufacturing which must be handled differently, the 
differences being more in manipulation and in devices— the 
principle and the laws being the same. No stereotyped plan 
of Graphic Production Control will fit every case, and be- 
cause of this it was decided to outline, in a general way, the 
basic differences. Types of manufacturing can be classified 
as follows : 

A Unit manufacturing. 

B Many products— few materials. 

C Many operations— few machines. 

D Foundries. 



62 

E Group of sub-factories. 

F Simultaneous manufacturing. 

G Yard and repair work. 

H Laboratory, technical and secret process. 

/ Woodworking plants. 

J Structural plants. 

A few words regarding each are in order : 

179 A Unit Manufactuking. In a factory of this type, 
a product is started at the first operation and retains its 
identity until it becomes a finished product. Rubber hose 
is a very good example of this type of manufacturing, as is 
also insulated wire. Many so-called assembly plants re- 
semble this type, due to the fact that merely labor and, 
sometimes, material are added to the original unit at differ- 
ent points in the factory. The outstanding feature in such 
a factory is that departments must balance ; they must have 
the same capacity, although performing different opera- 
tions. If the number of changes is small, and this is the case 
in many instances, it is entirely possible to control the fac- 
tory adequately by simply controlling the different depart- 
ments without reference to machines or operations. If, 
however, there are many machine changes, some form of 
machine control is necessary in order to plan the flow of 
work to and from the machines. In this type of manufactur- 
ing it is not necessary to watch work in process so care- 
fully, since an accumulation means the failure to meet sched- 
ules and shipping dates. With certain exceptions— numer- 
ous machine changes, for example — the product according 
to departments is the factor that must be controlled. 

180 B Many Peoducts— Few Materials. In this type 
of manufacturing, a large variety of products are made 
from comparatively few materials, such as novelties, but- 
tons, bed springs and pneumatic tires. In the latter case, 
the same tjipe of calendered stock may be used in a variety 
of tires, merely being cut to suit the requirements of certain 
products to be made. It follows from the nature of the 
work that the prime consideration is the maintenance of a 
proper balance of partly finished materials which may be 
drawn upon for the greater variety of products into which 



63 

they go. Hence the control of the factory develops into the 
control and balancing of partially finished goods. Schedules 
by departments, or groups of machines, and in some cases 
according to individual machines where changes are many, 
will furnish the control necessary to secure results. Con- 
trary to the first type, it is necessary in this type for the 
Control Department to watch the work in process, in order 
to keep the investment in materials at a minimum. In this 
class the chief elements to control are materials and prod- 
ucts according to departments, and in some cases according 
to machines. 

181 C Many Opekations— Few Machines. In a case 
of this kind, such as the manufacture of typewriters, auto- 
mobiles, engines, and the like, thousands of operations on 
a large number of parts are performed on a comparatively 
small number of machines, as, for instance, in one case— 
30,000 operations, 1800 parts, 300 machines. The control of 
equipment is of far greater importance in this type than in 
the preceding tj^es, because of the large variety of opera- 
tions that can be performed on a single machine. Cost and 
production considerations necessitate reducing the number 
of changes to a minimum; and, to this end, any scheme of 
graphic control which does not take equipment into consid- 
eration will not furnish the control desired or necessary. 
In this type of manufacturing, material control is necessary 
to insure a uniform flow of material to machines and assem- 
bly benches and floors, as well as to keep the investment in 
materials to the lowest possible point consistent with 
economical manufacturing. It is also important to watch 
the progress of orders on account of the large variety of 
parts and operations. 

182 B FouNDKiEs. In this type working spaces are to 
be kept filled with work and the molders and coremakers 
must be scheduled to these working spaces. As can be seen, 
the element to be controlled is labor, according to working 
spaces. There must also be a knowledge of the progress 
of orders. 

183 E Group of Sub-factories. An example of this 
type of factory is the incandescent lamp industry, where 
under the same roof may be a chemical works, a wire-draw- 



64 

ing plant, a glass-blowing factory, a lamp factory, and in 
some cases four or five others. Each of these sub-factories 
is usually one of the preceding types, and it is necessary, in 
a plant of this kind, to adopt a blanket schedule for the 
entire group and plan each of the factories to conform to 
this blanket schedule. The result of an analysis of a plant 
of this kind will usually be the installation of different 
methods in the different plants, or departments of the 
plants. Work in process must be carefully watched. In this 
t}^e of factory the person in charge of the control work 
needs to have a general idea of the cost of doing work. In 
the preceding types he knows that eliminating machine 
changes, idle machine time and delays will reduce cost, and 
he can work to this end. On the other hand, in the present 
type of factory, the control schedule involves piling up 
investment in materials and finished products of the sub- 
factories, and the proper coordination of the activities of 
these various factories very frequently involves a knowl- 
edge of the financial situation. 

184 F Simultaneous Manufactubing. Manufacturing 
of this type differs from the preceding types in that, instead 
of centralizing the manufacture of a certain portion of fin- 
ished product at one point of the plant, the manufacturing 
may be carried on simultaneously at several points of the 
plant, the product made at different points entering into 
different sub-assembly products. For instance, in the manu- 
facture of refabricated glass parts, and mercury arc rec- 
tifiers, the earliest attempts were to make each part by a 
given class of labor and assemble the parts by another class 
of labor. It was found, however, that each glass-blower 
had a different way of working his material, which was not 
subject to control or analysis by motion study. For this 
reason, if a certain glass-blower were to attempt to as- 
semble parts made by another glass-blower, the amount of 
breakage resulting from reheating, etc., would become very 
great and costly. It was therefore found necessary to start 
in with the raw materials and let each man or group of men 
at a bench finish their own particular type of product, and 
the result was that there were several different depart- 
ments on similar work, but producing different products. 



65 

The airplane industry is another example of this type of 
manufacturing. Material is the basis to control here. 

185 G Yard and Repair Work. This being primarily 
a labor proposition, control would be according to labor, 
work to be done and location of the work. 

186 H Laboratory, Technical and Secret Process. 
Because of the nature of this kind of work, planning meth- 
ods are applicable only as blanket schedules. For instance, 
in the lamp industry some 25 different chemicals are used 
regularly by the factory, and the control of the production 
reall}^ means telling the head of the department involved 
that he must produce a certain amount of the product de- 
sired by a certain time. A similar condition exists in many 
chemical industries, where the entire process takes place 
(as in a picric acid plant) in a row of vats in the center of 
a shed. Here the operations are numerous and definite and 
require a considerable amount of supervision from the labo- 
ratory; but, on the other hand, routine is so arranged that 
the products are turned out continuously, and in planning 
only a blanket schedule of production is necessary. 

187 I Woodworking Plants. Here the essential ele- 
ment to control is material, grouped according to the equip- 
ment that will perform the operations. Combinations of 
material on different orders will be placed on trucks and at 
machines, hence the necessity of controlling material, plus a 
progress of orders record, to know at any time where dif- 
ferent parts of an order are. 

188 J Structural Plants. Equipment would be the 
factor to control in this case, the control of material and the 
progress of orders to be handled the same as in the case of 
the woodworking plant. 

189 Controlling the Control Mechanism. A problem 
which is frequently lost sight of is the method of determin- 
ing whether or not the Control Department is producing the 
results that may be expected of it. It is impossible, by 
going into the Control Department and asking a few ques- 
tions, to ascertain whether the men are really getting results, 
or whether they are making numerous mistakes and mini- 
mizing their difficulties. It is interesting in this connection 
to note that the Control Department can prepare reports 



66 

on five different subjects that will indicate improvements, 
or the reverse, in the work of this department : 

A A graphic record of the available (or capacity) pro- 
duction time, the planned or scheduled production time 
and the actual working time, which can be expressed in 
machine hours, man hours or shop hours. Such a report 
indicates how close to the possible performance the Con- 
trol Department is attempting to work, and how close to 
the schedules of the Control Department the plant is 
actually working. 

B A record of the number of broken promises. If the 
Control Department is properly organized, all work as- 
signed to the factory should be scheduled to be finished 
on a certain day, and this amounts to a promise and 
should be considered as such, even though no promise has 
actually been made to the customer. A report of this 
kind will show the number of promises made, the number 
of deliveries before the promised date, and the number of 
failures to meet the promises, the total amount of time 
by which the schedules were ahead of the promises, and 
the total amount of time by which the schedules were be- 
hind the promises. 

C A record of idle equipment time according to class 
of equipment, as well as according to causes of idleness. 
There should also be a record of delays on the part of the 
workmen. 

D A record of the amount of work in process in terms 
of value of material, as well as in terms of days ' work in 
each department. 

E A record as to the adequacy of equipment, to show 
what departments need more equipment and what depart- 
ments could operate with less equipment. 

190 These 12 points, while treated in a brief manner, will 
serve to indicate the important things to keep in mind when 
considering a scheme of Graphic Production Control. Sub- 
sequent chapters will go much further into details, but a 
preliminary statement of essentials will assist materially in 
aiding those interested in making the right start. 



Section II 

PRELIMINARY STEPS IN GRAPHIC 
PRODUCTION CONTROL 

PAGE 

Chapter VIII Pkepakatory Steps iit Organizing for 

Graphic Production Control ... 69 

Chapter IX Program for Introducing Graphic 

Production Control 75 

Chapter X Analysis of the General Situation . 84 



69 



Chapter VIII 

PREPARATORY STEPS IN ORGANIZING FOR 
GRAPHIC PRODUCTION CONTROL 

191 It is not alone sufficient to decide on the installation 
of Graphic Production Control. The matter of a proper 
start is the all-important consideration. Many failures can 
be laid to a hasty decision to introduce better methods, with 
the consequent confusion, laxity, disruption and failure to 
secure results. In such cases it is always the plan which is 
condemned— never those who are responsible for the wrong 
beginning and therefore to blame for the failures. 

192 To guard against this, 10 points are here set forth 
for the guidance of those contemplating the introduction of 
Graphic Production Control. If they are considered and 
followed, there need be no fear as to the outcome. 

193 Ideals. There are two ideals to consider in any 
manufacturing business, and the first step is to ascertain 
to what extent the management is in sympathy with them. 
They are most important, as they constitute the basis of all 
work to be done. Briefly stated, they are these : 

A The time to consider what is to be built, from the 
standpoint of appearance, cost, operation, and salability^ 
is before the order is taken. This is the selling ideal. 

B The time to insure the margin of profit needed to 
conduct a business properly is before the work of manu- 
facturing is started in the plant. This is the manufac- 
turing ideal. 

194 Conception. When I ask what a plant manufac- 
tures, I usually receive the answer, engines, or boilers, or 
castings, or metal furniture, or other things. As a matter 



70 

of fact, what is made into the finished product and sold is 
time; and this question of time, whether that of the sales- 
man, the department head, or the worker, is what we must 
keep in mind in connection with the increase of efficiency. 
The problem is to study those departments of a business 
in which time is being lost or wasted, and to build up an 
organization that will increase the production and reduce 
the costs, without in any way impairing the quality of the 
product. After the engineer has given the management 
some idea of the real ideals behind the work to be done, the 
correct conception of things must be put before all heads of 
departments in order that, with ideals and conception out 
of the way, the next points may be considered. 

195 Status. In many plants, those in charge of the 
work are given no authority whatever, with the result that 
the ultimate achievement is not satisfactory to either the 
client or the engineer. I was once appointed superintend- 
ent of a certain plant, with the result that all expected me to 
act as any superintendent would. I was expected to hire 
and discharge, set rates, look after quality, follow produc- 
tion, take care of the discipline, and so on— the procedure 
customarily followed by a superintendent. As an engineer, 
I had entirely different ideas, which concerned a construc- 
tive policy. Naturally, the organization did not consider 
me a successful superintendent, since I was not performing 
any of the functions I was expected to perform. 

In another plant I was given the title, '^Assistant General 
Manager in Charge of Production, ' ' with the result that the 
organization cooperated with me to the best advantage. In 
a more recent case, I was given the title, '^ Assistant Treas- 
urer,'' and this title enabled me to accomplish things that 
would be impossible under the usual arrangement, which 
does not give the outsider the right kind of status. 

196 Permanent Caerying on of Work. Some compe- 
tent man from the organization, or from outside, should be 
assigned to the engineer in charge of a reorganization as 
soon as x)ossible after the work has been begun. If this is 
not done the client runs the risk of suffering considerable 
loss, for after the engineer leaves there are few in the or- 
ganization who thoroughly understand the methods, or who 



71 

are in a position to carry the work on to a successful con- 
clusion. 

197 Proper Start. It is also essential that some con- 
sideration be given to the matter of the right kind of start. 
If work is begun in a haphazard fashion, the expected re- 
sults will not be forthcoming. One, or both, of two things 
may be done : 

A Announcement may be made to the various heads 
of the organization, in a letter, concerning the nature of 
the betterment work that is about to be undertaken. 

B A meeting may be called of the heads of the de- 
partments, at which time a general talk may be given to 
them by the management, as well as by the engineer in 
charge of the work. By this plan all may be informed as 
to what the desires of the management are, what the work 
is expected to accomplish, and what the organization is 
expected to do by way of cooperation. 

198 Views of the Management. The next step is to 
sound out the management of the particular company, as 
regards its particular views in connection with the work to 
be undertaken. In one plant the management wanted stand- 
ards before planning, something both impractical and illogi- 
cal. In another the management expected a ''slam-bang'' 
type of organization, expecting that within two or three 
months the increase in efficiency would be about 30 per cent. 
In another plant the executive changed his mind repeatedly 
with respect to wage-payment methods, as follows ; 

A In favor of the day-work plan. 

B In favor of the bonus plan. 

C In favor of making time studies, getting the men to 
attain the standards set for day wages without bonus. 

D Then advocated straight piece-work. 

E Believed that a classified wage plan was a good 
one ; the foreman of the department to tell what the va- 
rious men were entitled to. 

F Finally concluded that the day-work plan was the 
best, after all. 

In still another plant, the management thought it should 



72 

have planning, and after the start was made and consider 
able work was under way, concluded that it was too much 
trouble, and recommended the discontinuance of the work. 

199 It is therefore well for the engineer to have a frank 
talk, before much is done, in regard to what the manage- 
ment feels should be undertaken. Such a discussion will 
give those in charge an opportunity to consider what fac- 
tors are important and should therefore be looked into, and 
at the same time will enable them to combat any sugges- 
tions that might prove detrimental to the ultimate success 
of the work. 

200 Local Conditions. A certain case that came within 
my personal experience will serve to illustrate the influ- 
ence of local conditions. In one New England town, con- 
siderable bad feeling was caused by the organization of a 
club in a plant, composed of the foremen, their assistants, 
and such of the office workers as cared to join. A chairman 
and a secretary were appointed after a few meetings, and 
it so happened that both of the men selected were Catholics. 
As 20 per cent, of the foremen were North of Ireland men, 
you can imagine the effect in a plant that employed three 
thousand men. I am not a Catholic, but I was accused of 
being a member of the Knights of Columbus, and therefore 
in sympathy with the Catholics in the plant. Both the chair- 
man and the secretary were willing to resign in order to 
stop the talk and agitation. I refused to accept their resig- 
nations, however, as I did not intend to be a party to a 
religious squabble. 

201 In another city the plant superintendent with whom 
I was working, informed me that if I would join his club, 
the methods I stood for would be adopted— which was 
equivalent to saying that if I did not join I should meet con- 
siderable opposition. I mention these two cases as warn- 
ings, in order that you may give such attention to local 
conditions as will enable you to avoid any pitfalls. 

202 Pkogeam. In any work of reorganization it is very 
necessary that a definite program be arranged as quickly 
as possible. In one plant, after several months of hard 
work on the part of the engineer, the attitude of the client 
was this : 



73 

A He was opposed to planning. 

B He was not in sympathy with bonus. 

C He would not agree to a belt department. 

D He did not believe in individual job tickets. 

E He would delegate no authority. 

F Time-study conclusions were met with ''I don't be- 
lieve it.'' 

G He did not believe in keeping track of the idle time 
of machines. 

H He would not consider overhead or equipment time 
saved as an indication of the value of betterment methods. 
Savings on direct labor were all he considered as a guide. 

I He did not feel that power costs were worth consid- 
ering. 

J He was opposed to spending money in the tool 
room. 

K He was not interested in compiling costs. 

As you can readily appreciate, the time of the engineer in 
this case was absolutely wasted, as was also the money 
spent by the client, all because there was no definite pro- 
gram to begin with. If this matter of program had been 
considered at the start, the engineer and the client would 
have parted company at the end of the first thirty days. 

203 Peesextation of Facts. Great care should be 
taken in the presentation of facts. I know of one case in 
which the management claimed that earnings would exceed 
$700,000 in one year. It was revealed, however, that it 
made $138,000, or less than one-fifth of the original esti- 
mate. In another plant I was informed that 50 per cent, 
of the orders were incorrect. Analysis revealed that only 
5.6 per cent, were incorrect. In still another plant, the 
statement was made that the overhead was only 15 per 
cent. Investigation proved that in the calculations $190,000 
had not been considered at all, and the overhead should 
have been 45 per cent. It is essential to bear down, at 
times, on the big things that are unearthed. By this I do 
not mean hitting the high spots, as is so often done in this 
work, but impressing the organization with the facts that 
are discovered. In one plant it was found that the concern 



74 

was estimating on 50 per cent, of its capacity, with the re- 
sult that they were not getting anything like their share of 
new business, because they were working far below normal 
capacity, and naturally the overhead rate was excessive. 
In another plant we found, with respect to the sales, that 
15 inquiries out of 100 resulted in orders, and that of the 
85 per cent, that were lost, 80 per cent, failed to materialize 
on account of excessive prices. By emphasizing these two 
points in the different plants, we were able to convince the 
management and the heads of departments that there was 
some good in the methods we stood for, after all. 

204 Pla]^t Ideals. In one plant that I have in mind, a 
large contract was received, and the chief engineer was in- 
structed to keep his force at work on it until the work 
should be finished. He objected strenuously, saying he 
could do better by working on the contract, stopping, and 
then resuming work again. The superintendent of the 
plant, however, was able to prove that continuous work in 
the engineering department would mean substantial sav- 
ings in the shop. A conference was arranged for between 
the superintendent, the chief engineer and myself; and 
after a careful discussion had been held, departmental 
ideals gave way to the plant ideal. 

With these points in mind, we can now proceed to the 
matter of blocking out the program necessary to the intro- 
duction of the methods contemplated. 



75 



Chapter IX 

PROGRAM FOR INTRODUCINO GRAPHIC 
PRODUCTION CONTROL 

205 The introduction of Graphic Production Control is 
an important piece of reorganization work, involving co- 
ordination of departments, records, both cost and produc- 
tion, planning and standardization. The problems of 
adjustment are many. Steps should not be taken until they 
are well thought out. The peculiarities of personnel must 
be taken into consideration. The relationships between the 
various phases of the work should be carefully established. 
Those who will have to do with the work should be given 
an idea regarding what the proposed plans are, how the 
methods will operate and what their part of the work will 
be in carrying on the installation. 

206 There is just as much engineering in organizing for 
Graphic Production Control as there is in building an en- 
gine. There must be a design first of all, the same as is 
made for the engine; next, the design must be reduced to 
paper, as drawings in the case of the engine ; then the con- 
tributing factors must be put into play (machining the 
parts of the engine) ; next, the control plan must be in- 
stalled (building the engine) ; finally, it must be operated 
(running the engine) ; all of which calls for much more 
serious attention than is usually given to the matter of in- 
troducing more modern methods. One of the great troubles 
in connection with new methods in the past is that there 
has been too much "hindsight'' and not enough foresight. 

207 To assist, therefore, in reducing the entire work to 
a well balanced, logical and orderly arrangement, it was 
considered essential to prepare a design and reduce it to 



76 



INTRODUCTION OP GRAPHIC PRODUCTION GONTRoT] 



ANALYSIS OF GENERAL SITUATION 



MAKE A CHART OF COMPANY 0R6ANIZAT10N AND PERSONNEL 



PRODUCT 



B 



PLANT 



METHODS 



ASCERTAIN PRODUCT J 
MANUFACTURED 



SECURE COMPLETE SETOF. 
FLOOR PLANS 1 



STUDY METHODS OF CONTROL- 
LING MATERIAL 



DETERMINE METHOD OF o 
MANUFACTURING SAME ^ 



SECURE COMPLETE LIST OF o 
EQUIPMENT ANPCAPACITIES ^ 



STUDY METHODS OF CON- 
TROLLING NTIME 



STUDY INSPECTION METHODS a 
AND ANALYZE REJECTIONS ^ 



NVESTieATE StiOPTRANSPOR- 
TATION,T00L5.5PEEDa: FEEDS 



STUDY COST 
METHODS 



TENTATIVE ORGANIZATION OF WORK 



PLAN OF PRODUCTION AND COST CAMPAIGN 



ARRANGE FOR TENTATIVE 0R6ANIZATI0N OF 
CONTROL DEPARTMENT. 



DRAW UP TENTATIVE DUTIES AND FUNCTIONS 
OF PERSONNEL. 



CO-ORDINATE CONTROL DEPARTMENT W/TH 
OTHER DEPARTMENTS. 



PRELIMlNAPxY STEPS iN 1NTR0DU£ING METHODS 



DETERMINE FLOW OF SUB- 
ASSEMBLIES AND PARTS. 



„DRAW UP FORMS AND HAVE 
B THEM PRINTED I 



GET EXACT COMDITIONSOF ORDERS 
C IN PROCESS I 



DETERMINE SEQUENCE OF 
OPERATIONS 



DETERMINE NUMBER OF CONTROL 
AND DISPATCH BOARDS 2 



DETERMINE BEST AND ALTERNATE 
MACHINE FOR VARIOUS 
OPERATIONS 



ORDER SUPPLIES AND 
EQUIPMENT 



GETDATA ONSET-UPTIMESANO , 
WORK UP STANDARD HOURLY'^ 
PRODUCTION 



SYMBOLIZE OPERATIONS^ 
PRINTS AND RECORDS 



NUMBER MACHINES AMD 
WORKING PLACES 



BESI N TO KEEP TRACK OF PROr 
6RE55 ON PROGRESS ON 
PRODUCTION ORDERS '. 



MAKE PRODUCT FLOW CHARTS 
AND ROUTING DIAGRAMS, 
WHERE POSSIBLE 



LOCATE DISPATCH AND CON- F 
TROL.CENTRES.eclNSTALL.WITH PHONES 



BEGIN TOGET REPORTS ON IDLE 
MACHINE TIMES 4 



WORKUP PREUMINARYSTANDARDft 
INSTRUCTI0HSC0VER1N6 METHODS*' 



BEGIN TO COMPILE DATA 

COVERING REJECTIONS 5 



ACTIVE STEPS IN PRODUCTION CONTROL 



BEGIN OPERATION OF DISPATCH BOARD AMD GET EVERY 
MACHINE ON^dOB AHEAD" BASIS 



ESTABLISH CLEARING HOUSES FOR INCOMING AND0UTG0IN& 
MATERIAL, AND FOR WORK I N PROCESS AT MACHINES. 



START CONTROL BOARDS COVERI NG TH£ EASIEST 
MACHINES FIRST, OR MOST C0NJE5TED DEPARTMENT 



PERMANENTOReANiZATlON OF WORK 



REVISE METHODS WHERE NECESSARY. 



WORKUP FINAL OUTLINE 0FOR6ANIZATI0N. 



REVISE DUTIES AND FUNCTIONS 



ARANGE FOR TIE-UP OFPRODUCTION 
COKTROL WITH COSTING AND ACCOUNTING. 



6 



B 



FINAL STEPS 



WORK UP CHARTS 
COVERING SPEEDS 
ANDFEEDS,T00LS 
ASTOSIZES^APES 
AND AN6LES. AFTER 
STUDY AND 
STANDARDIZATION 



REVISE SCHEDULES 
AS TO STANDARD 
HOURLY 
PRODUCTIONS. 



CHART PRODUCTION 
ASTO QUANTITY, 
COST, SALES VALUE 
AS TO DIRECT 
AND INDIRECT 
LABOR r 



BEGIN TIME STUDIES 
OFOPERATIONSAS 
BASIS FOR STAND- 
ARDIZATION AND 
BONUS PAYMENT 



PLANOUTSETOF 
COMPLETE 
REPORTS AND 
CHARTS FOR 
EXECUTIVES. 



REVISE AND COMPLETE STANDARD PRACTICE INSTRUCT1ON5C0VERIN6 INSTALLATION 



MAKE FINAL REPORT COVERING SU66E5TI0NS,CR1TICISM5 AND PROGRESS 



Figure 6. Steps in Introducing 
Graphic Production Control 



n 

specifications (Figure 6), in an effort to facilitate greatly 
the work of installation and operation. It is not claimed 
that the outline is the final word on the subject, nor that it 
will fit all cases. It is simply illustrative and suggestive, 
and as a guide will materially assist those interested in 
looking before they leap. 

208 As will be seen, there are six divisions to the work, 
which can be considered as distinct phases, as follows : 

A Analysis of the general situation. 
B Tentative organization of work. 
C Preliminary steps in introducing methods 
D Active steps in production control. 
E Permanent organization of work. 
F Final steps. 
Incidentally, it may be said that the above conforms to 
the author's jirinciples of Industrial Engineering: 

A Investigation = Analysis of the general situa- 
tion. 
B Coordination = Tentative organization. 

C Records = Preliminary steps. 

B Planning = Active steps. 

^ ^^ ^ -. ,. fPermanent organization. 

h Standardization H tti- ^ i. 

\)^ mal steps. 

209 It has been found in numerous cases that certain 
parts of the work can be carried on simultaneously, as in 
the case of divisions 1, 3, and 6, while 2, 4 and 5 are han- 
dled as units. 

210 To make the presentation of the greatest possible 
service, it was decided to proceed on the assumption that 
the Graphic Production Control is in the hands of an 
outside firm engaged in a professional capacity, or an 
employee secured for this specific purpose, the firm or 
individual being unfamiliar with the particular case in 
question. 

211 Taking up the six phases in their order will serve to 
develop the value of this plan of 'predetermination before 
installation. 

212 Analysis or the General Situation. In this there 



78 

are four factors— the organization that will carry on the 
work, the product made, the plant in which the product is 
made and the methods in use — all of which must be studied, 
as they have a decided bearing on what will be done. 

213 The first step is to make a chart of the type of or- 
ganization as it exists at the time of starting the work. This 
will establish the relationship between departments. Next, 
enter the personnel in the proper places on the chart and 
you will have a "who's who" as to executives and major 
employees. The above should be the first work done, as it 
furnishes valuable data as regards how the business func- 
tions and the people you will have to deal with. 

214 Breaking oif from this organization study are three 
steps which can be carried on simultaneously, through dele- 
gation to others, and much valuable time saved. 

215 As to product, it will be seen that ascertaining the 
nature of the product made, determining the method of 
manufacturing same and studying inspection and rejection 
records to determine the care or laxity with which the prod- 
uct is manufactured, will furnish an excellent idea regarding 
the product made. In connection with the plant, floor plans, 
with complete list of equipment and capacities and knowl- 
edge of shop transportation methods and of the tool situ- 
ation, will give an excellent idea of the physical arrangement 
and of the facilities of the plant, which, with your knowledge 
of the product, will give you a bird's-eye view of the entire 
situation as regards what is made and where it is made. To 
complete the picture, it is necessary only to determine how 
the product is made, and a study of three things will do this : 
methods of material control, methods of controlling time of 
workers and methods of costing. 

216 As can be readily seen, this has been really an inves- 
tigation showing all you need to know about what is being 
done and how, as a basis for determining what should be done 
and how ; so after diagnosing the findings, which will reveal 
weaknesses, delays, waste and inefficiency, the next step can 
be taken up, which is— 

217 Tentative Organization of Woek. In this there 
are four elements. Based on a knowledge of organization, 
personnel, product, plant and methods and supported by the 



79 

diagnosis just made, the lirst work is that of formulating a 
tentative phxn covering tlie production and cost campaign. 
I say "production and cost'' advisedly because they cannot 
be divorced if you want the maximum attainment from your 
installation. There is no such thing as a production scheme 
wholly independent of the costing, nor a cost system that 
in no way ties in with the production plan. 

218 In blocking out this tentative plan, attention should 
be given to labor control, equipment control, operations con- 
trol and material control, which, as outlined in the previous 
chapter, are the elements in production control. How pro- 
duction is to be controlled and costs collected and compiled 
must be decided upon in connection with the work of plan- 
ning out the campaign. 

219 You will now have a tentative program of the meth- 
ods to be installed, and this will determine the tjipe of Con- 
trol Department to be organized, as well as the personnel 
necessary to carry on the work, after which a tentative draft 
of duties and functions of Control Department personnel 
should be made, which will furnish an idea as to the scope 
of the work and assist in the matter of selecting a suitable 
Control Department force. 

220 Having a plan with tentative organization of Con- 
trol Department along with duties of personnel, and study- 
ing the chart as to type of organization and personnel, as 
developed in the first step, efforts can be directed toward 
coordinating the Control Department with the other depart- 
ments, which will exert no little influence in bettering and 
strengthening the organization from the top down; and 
when you get through, you will have gone a long way toward 
effecting a logical reorganization. 

221 So far the diagnosis has been made and the remedy 
prescribed. Troubles and correctives have been established. 
Taking the medicine is the next step, so we arrange for— 

222 The Preliminaky Steps ix Introducing Methods. 
Here there is a threefold program, the work of all three to 
be carried on simultaneously. In this we must secure more 
information regarding the product than we were able to 
ascertain at the first step; we must develop the new methods 
more in detail and get the mechanism installed, and we must 



80 

take steps to become sufficiently acquainted with actual 
manufacturing so as to fit the new methods to the require- 
ments without interfering with production or causing any 
confusion. 

To know the routes traveled by the product, we must 
know the flow of sub-assemblies and parts; to know what 
work is to be performed and the order of manufacture, we 
must know the operations and their sequence ; to know what 
class of labor is necessary for prescribed operations, there 
must be a labor analysis ; to know where work is performed, 
we require a knowledge of best and alternate machines for 
the various operations ; to facilitate the clerical work, sym- 
bolizing and numbering must be done wherever necessary; 
and as an assistance to the entire work, product-flow charts 
and routing diagrams will be found unusually helpful. 

223 While all this is being done, forms are being drawn 
up and printed ; the number of dispatch boards and control 
boards have been determined ; supplies and equipment have 
been ordered; machines and working spaces have been 
numbered; the dispatch and control boards have been in- 
stalled with telephones, and preliminary standard practice 
instructions have been drawn up not only for the Control 
Department force, but for the guidance of those whose work 
will be influenced by the new methods. 

224 Another campaign has been under way all the time, 
which fits in well with the other two elements. By getting 
the condition of orders in progress and keeping such a 
record up to date, we have an inventory of work ahead 
which can be taken over by control mechanism at the oppor- 
tune time. Estimated standard hourly productions, and 
set-up times, if the class of work justifies it, are being com- 
piled — an important piece of work, indeed, as it forms the 
real foundation of Graphic Production Control, as will be 
shown later. Progress is being watched as to production 
orders ; idle-time data are being compiled and rejections are 
being noted, all three steps being of the utmost importance 
in switching from the old methods to the new. 

225 We are now in possession of the necessary data 
regarding the details of the product ; the methods have been 
developed, forms printed, mechanisms installed and instruc- 



81 

tions issued ; we have been keei^ing pace with the manufac- 
turing, as it has been carried on from day to day,— running 
alongside of it, as it were, the same as in a relay race. The 
other runner is ready to drop out of the race while we go 
on with it, which makes necessary— 

226 The Active Steps in Pkoduction Control. With 
dispatch boards installed, forms ready and a knowledge of 
orders, idle time and rejections, we arrange to get machines 
and men or gangs on these boards through time tickets, cov- 
ering direct and indirect labor and idle time, and, as a result, 
ive have a real control of labor. Then because of our knowl- 
edge of the material situation through material requisitions, 
move orders, identification tags and defective reports, we 
are ready to establish clearing houses or stopping points for 
material, as the basis for facilitating the movement and 
handling of material, covering incoming and outgoing and 
work in process materials, tvhich gives a real control of 
material. 

227 In possession of real information as to labor and 
material and knowing what is going on in the plant and the 
condition of orders, we are now ready to swing the entire 
proposition to the control boards, which, picturing the plant 
or department in miniature and showing congestion of equip- 
ment, as well as overequipment, also the ebb and flow of 
work and the condition of materials, gives us the basis for 
manipulating the production activities to better advantage, 
and consequently gives us the control of the plant or depart- 
ment. 

228 The machinery of planning, routing and scheduling 
is now running ; through the control of labor, equipment and 
material, we are in possession of complete information re- 
garding what is made, when, how and where. We can now 
stand off and view the entire thing in perspective and form 
true conceptions of the strength and weakness of the com- 
ponent parts, as a basis for betterments and refinements, 
paralleling the engine on the test block, which logically leads 
us to the next step— 

229 Permanent Organization of Work. Certain weak- 
nesses will develop in the methods, the same as they will 
develop in the engine on the test block, so revisions must 



82 

be made where necessary. Some of the departments under 
the rearrangement will fail to function properly, so a final 
outline of organization, based on the later information, will 
have to be made. The changes in methods and in the organ- 
ization will make necessary the revision of duties and func- 
tions of departments and personnel, and, as a final adjust- 
ment, the production and cost methods must be tied in and 
coordinated with the accounting methods, all of which will 
enable us to get the whole proposition running more 
smoothly, so that, like the engine after the necessary 
changes, it will pass the test and be declared ^'O.K.^' 

230 With the installation running along smoothly, with 
products under control and the control methods tied into 
the cost and accounting methods, the finishing touches or 
refinements are all that are necessary to complete the in- 
stallation, which leads us to— 

231 The Final Steps. In this there are five more or less 
simultaneous steps which have no particular reference to 
each other, but which are nevertheless important and neces- 
sary. There is the work of standardizing the speeds and 
feeds, tools as to sizes, shapes and angles, and the jig and 
fixture and small tool equipment. Eeductions are being 
made in operation times which increase the standard hourly 
productions, and these must be recorded and used in the 
current practice. There should be charts made showing the 
results of the installation, covering productions, labor costs, 
idle time, rejections and the like. A time-study campaign 
can now be undertaken, if desired, as the basis for standard- 
ization of operations and for rewarding workers in propor- 
tion to individual attainment. There should be worked out, 
as a result of compiling all the available information, charts 
giving a graphic presentation of manufacturing statistics 
for the plant executives, as their guide in directing things 
more efficiently. 

232 These five programs can be carried on together, 
separately or in combination. The question may of course 
be raised. Why not do these things before the active steps 
are undertaken (fourth step)! This was answered to a 
degree in the seventh chapter in the section, ' ^ The Start. ' ' 
I would rather have control of my labor, material and equip- 



83 

ment, even if they were not operating at highest efficiency, 
than to have all kinds of standardization, with my plant 
operating at 50% of the possible efficiency, due to the con- 
fusion, delays, idleness and waste which go with lack of con- 
trol. At any rate, our own experience, and this must be 
the best teacher, indicates the plan outlined to give the most 
results in the shortest possible time. 

233 These five elements having been considered, we can 
now take up the two final campaigns : (1) revising and com- 
pleting standard practice instructions covering the entire 
installation, including all changes of whatever nature, 
bringing everything up to date for reference purposes, 
which should be presented in both written and graphic form ; 
(2) then comes the final report as to conditions found at the 
start, steps taken, efficiency of the installation, results at- 
tained, suggestions and criticisms which may seem neces- 
sary, and any other pertinent information which the com- 
pany should have. 

234 This resume of the steps necessary in introducing 
Graphic Production Control, although rapid-fire in nature, 
will serve to indicate the extreme importance of a skeleton 
outline, as it not only furnishes an objective, but enables us 
to study relationships, scope, complications, coordination 
and the general organization of the work, and is submitted 
with the suggestion that any contemplated changes of im- 
portance be reduced to program and plan before a start 
is made, which will make for more successes and fewer 
failures. 



84 



Chaptee X 
ANALYSIS OF THE GENERAL SITUATION 

235 The organizer, whether he is from the outside or 
on the payroll of the company, must become familiar with 
the business from A to Z. I do not mean by this that he 
must be familiar with all of the actual practice and the de- 
tails of the business, but he must be able to read the busi- 
ness like an open book. 

236 There is much more to this matter of analysis than 
most people think; or, to put it another way, few people 
know how to investigate. We are very apt to be careless 
regarding details, and to overlook much that is pertinent. 
For instance, I will defy a man to answer offhand all of 
the following questions : 

A How many buttons on your vest! 
B How many stairs lead from the first floor of your 
house to the second floor ? 

C How many windows in your office ! 

D Is the figure 6 at the bottom or top of your watch I 

237 Here are a few excellent tests of observation and 
perception, which will perhaps better indicate just what I 
mean : 

Examine a machine you are unfamiliar with, deter- 
mine its purpose, and understand its parts and relations. 
When you have analyzed for a sufficient length of time, 
close your eyes and mentally take it to pieces, and then 
put the parts together again. 

Gaze steadily at a man working on an unfamiliar 
operation. Keep your mind on the object with intent- 
ness. Close your eyes and, after consideration, write out 
all the details in connection with what you observed. 



85 

Sit quietly and exclude all thoughts from your mind, 
and then consider an operation you are familiar with, 
to the exclusion of everything else. How long can you 
do it? 

Gaze straight in front of you, with every power of 
attention alert, and, without turning your eyes, observe 
as many things as you can within the immediate range 
of vision, while counting ten slowly. Write what you 
saw without again looking, and then check the results. 

238 I have mentioned these problems simply to indicate 
that the human brain, unless trained, is not the power that 
we generally imagine. The question is. How can we as- 
sist it? 

239 To aid those interested in this great subject of 
Graphic Production Control in making an investigation of 
the general manufacturing situation as it pertains to organ- 
ization, records, planning, standardization and relations, 
the following questionnaires are submitted simply as 
guides ; for while many of the questions may not cover the 
business under investigation, numerous others will suggest 
themselves, with the result that the business will be pretty 
well covered from the standpoint of the proper questions. 

240 QUESTIONNAIKE ON ORGANIZATION. 

1 In which of the following ways is your business di- 
vided into departments or divisions? 

a In accordance with functions? 

h In accordance with products? 

c Through accidental groupings? 

d Through the gradual growth of individual respon- 
sibility? 

e In accordance with the physical arrangement of the 
plant? 

/ In accordance with the geographical location of 
the plants or offices ? 

g Any combination of the above or other factors? 

2 If your organization is divided in accordance with 
functions, what are the divisions and what functions in- 
dependent of each other in authority and responsibility do 
they represent ? 



86 

3 Do these divisions represent an effort to divide your 
business intelligently into those sections under which it can 
be most competently managed with the least managerial 
effort! 

4 Which of the above divisions of your business report 
direct to the chief executive 1 

5 Do the departments under the chief executive report 
to and receive instructions only from him, or are there 
others who are empowered to give them instructions! 

6 Do the various divisions of each department report 
direct to the departmental head or does the chief execu- 
tive often instruct them direct! 

7 Does the head of each department control all factors 
affecting the successful accomplishment of his function or 
are there many factors not under his control, or is he 
obliged to split his authority with others ! 

8 Have the heads of departments any say concerning 
the order, production, or cost system, repair methods, or 
any factor directly affecting the accomplishment of their 
own and other departments! 

9 Are there any committees composed of the depart- 
ments interested, organized for the specific purpose of con- 
sidering these questions ; and if not, how are they adjusted! 

10 Has the chief executive any staff or employees under 
him whose sole duty is the study of unsatisfactory in- 
terdepartmental systems or unsatisfactory conditions in 
individual departments! If not. what is the method of 
remedying such conditions! 

11 Do you find it possible to permit your sub-executives 
to make their own decisions as to their departmental poli- 
cies, or is it necessary for you to approve all such plans 
and decisions! 

12 Can sub- executives make expenditures for improve- 
ments in their departments without your approval! If so, 
within what limits! 

13 Can a sub-executive employ additional help for his 
department without your approval! 

14 Can a sub-executive purchase equipment or machin- 
ery for his department without your approval! 

15 Do you have charts of organization showing the 



87 

course of authority and the relationship between depart- 
ments? 

16 Have you any written statement definitely defining 
the duties and responsibilities of your various executives 
and departmental heads, or do you depend on oral instruc- 
tions? 

17 Is your business divided into departments or di- 
visions in such a way that the various positions can be 
competently filled by average men, or is it divided in such 
a way that extraordinary men are required? 

18 Have you ever attempted to arrange the duties of 
your various positions so that they could be competently 
conducted by the average type of man who could be hired 
to fill the position? 

19 Is your organization so arranged that the knowledge 
required by your various departmental heads for the per- 
formance of their functions is sufficiently restricted to 
permit them to become specialists? 

20 Do you have difficulty in procuring executives and 
employees competent to fill satisfactorily your various 
positions as they are now arranged? 

21 Do you carefully analyze the characteristics neces- 
sary in a man for the competent filling of your various 
executive positions and do you measure the men selected 
against these requirements? 

22 Are your present executives men selected from your 
own organization, or were outsiders brought in to fill these 
positions? 

23 Are your sub-executives independent or are they 
leaners depending on their superiors for guidance in all 
their decisions? 

24 Have you provided understudies for all important 
positions? If any executive leaves, is there some one in 
the organization who can competently fill his position? 

25 How do you judge your executives or departmental 
heads : by the proven results of their section of the business, 
or by little things which you happen to notice are wrong? 

26 Do you consider that you have sufficient data to 
judge fairly the accomplishments and ability of your vari- 
ous executives? 



27 Have you noticed any antagonism or friction be- 
tween executives, or any tendency to form political fac- 
tions? 

28 Do you consider such animosity personal or is it due 
to the faculty relations under which your executives are 
forced to work! 

29 Is the general attitude of your executives one of 
contentment and energetic accomplishment or one of worry, 
dissatisfaction and indifference! 

30 Do your executives express their opinions to you 
freely and with conviction, or is their attitude apologetic, 
or do they attempt to excuse their faults and court favor 
with you ? 

31 Do you find that executives brought into your or- 
ganization develop beyond your expectation, or that they 
seldom ever live up to their recommendations? In other 
words, is your organization a man-builder or a developer 
of leaners? 

32 After a consideration of all the above, do you find 
that your organization meets with your ideals as to organi- 
zation? 

33 What are your ideals as to organization? 

241 QUESTIONNAIKE ON EeCOKDS. 

Adequate records, both for basis of operation and for 
history, are more and more being admitted to be indispens- 
able. Their volume is such that memory fails under the 
load, and records only can support judgment. 

1 Have you a complete record of your product, properly 
catalogued? 

2 Is every assembled part recorded as to its component 
sub-assembled parts? 

3 Is every sub-assembled part recorded as to its indi- 
vidual component parts? 

4 Is there a record of the sales of each individual or 
assembled product? 

5 Is there a record of the proper raw material to use in 
manufacturing each individual part? 

6 Is there a complete record of the machine operations 
necessary to manufacture each individual part? 



89 

7 Is there a record of the time required and the best and 
alternate machine on which to perform the operations speci- 
fied in No. 6? 

8 Have yon adequate stock records of all stock material, 
consisting of raw supply, individual manufactured parts, 
partly assembled and fully assembled parts, etc., showing: 

a Location (in stock room). 

h Quantity required (for assembly or shipment). 
c Quantity ordered (outside or in plant). 
d Quantity received (by purchase or manufacture). 
e Quantity issued (for assembly or shipment). 
/ Value in money of material received. 
g Value in money of material issued. 
h Maximum and minimum stock. 
% Economical amount to order. 

y Time required to procure (either through plant or 
purchase). 

A; Quantity used in ]3ast years. 

9 Is a requisition required for any and all material of 
whatever kind used! 

10 Are these requisitions recorded in stock records? 

11 Are these requisitions priced properly? 

12 Are records made of the total value of all materials 
consumed for each month! 

IS Does your ledger have controlling accounts showing 
controlling totals for— 

a Each stock room! 

h Work in process, properly divided by departments! 

c Burdens by departments! 

14: Is all work in factory controlled! ^ 

a Productive, by productive orders! 
h Burdens, by expense orders ! 

15 Is every dollar of your payroll accounted for by a 
job time record! 

16 Do you make up your payrolls from your job time 
records, or from clock cards ! 

17 If from clock cards, how do you prove up your job 
time as reported on job cards with the actual money paid 
out! 



90 

18 Do you know every month exactly the burden for 
each operating department! 

19 Do you use actual or predetermined burdens in figur- 
ing costs? 

20 If you have detailed records of operations required 
— and time for each — to produce parts, do you— 

a Eecord work ahead for machines ! 

h Eecord work ahead for assemblers ? 

c Use graphic control record for machines? 

d Use control card record for machines I 

e Use dispatch boards and clerks? 

/ Eecord progress on all production orders ? 

21 Do you purchase goods with the backing of abso- 
lutely reliable records! 

22 Do you charge all purchases of either stock material, 
labor or expense items to a series of intelligent and useful 
control accounts! 

23 Do you account for the use of all material, labor and 
expense as carefully as you do your cash! 

24 Do you so account for every dollar that some one 
has to answer for its disposition! 

25 Do you finally succeed in securing from your records 
a trustworthy statement of profit and loss each month! 

242 QuESTioNNAiKE ON Pkoduction" Contkol. 

Are your products delivered to your customers on the 
dates promised, or are your deliveries liable to be late! 
Also, are you satisfied with your volume of production ! 

If troubled with late deliveries or lack of volume, set 
down at first, before going further, the reason uppermost 
in your mind as accounting for the delays. It will make 
this questionnaire doubly interesting to do this, and then, 
after going through the balance of the questions, see how 
your opinion will compare with the one you held at the 
start. 

1 Have you a specific department devoted to the plan- 
ning of work through your plant ! 

2 Is the work of design so scheduled as to be completed 
in time for the purchase of materials in accordance with 



91 

the time necessary for purchasing and manufacturing in 
order to meet certain specific delivery dates? 

3 Are you afterward interfered with, due to changes in 
designs, by either— 

a Your own Engineering Department? 

h Your customer's Engineering Department? 

4 Do you have complete bills of material or specifica- 
tions of all parts which enter into your assembled products? 

5 If you have such complete specifications, have you 
also sub-specifications covering the exact procedure in your 
shops, such as part assemblies put up and stocked, to ap- 
pear again either in direct shipments or in further as- 
sembly? 

6 Have you any definite means of planning just when 
purchased materials will be required in process? 

7 Have you any definite method of notifying the Pur- 
chasing Department of material needs, sufficiently in ad- 
vance of requirements to allow ample time to purchase 
same and have them delivered when required ? 

8 Do purchase orders state when goods must be deliv- 
ered, and how are promises of delivery secured consistent 
with the delivery required? 

9 Is your plant frequently held up from overdue pur- 
chased materials ? 

10 Are there delays from shortages of regular stock 
material in your plant? 

11 You have materials, from raw to finished goods, on 
hand; have you segregated and organized stock rooms and 
storekeeper control for— 

a Eaw materials and supplies ? 

h Manufactured parts and partly assembled parts ? 

c Finished stock ready for shipment ? 

12 Have you adequate stock records covering stock ma- 
terials of all kinds ? 

13 Do such stock records or stock rooms provide for the 
reservation of materials for certain specific orders? 

14 Is the production of your plant under the control of 
an adequate production order system? 



92 

15 Do you get adequate records of the production by men 
and machines by quantities daily I 

16 How long does it take to get a customer's order dis- 
posed of into the necessary plant routine? 

17 What is the ratio of the value of your total work in 
process to a month's completed production! 

18 Are you sure that your machine tool and other equip- 
ment is in proper balance! 

19 Are your machine tools arranged for proper flow of 
materials ! 

20 What operations cause you the most trouble or 
delay! 

21 Are you sure such machine delays are not on account 
of inefficient use of the machines ! 

22 Do you make sufficient use of jigs, templates and like 
devices ! 

23 Do you make a study of getting all possible work on 
a machine at one set-up ! 

24 Do your machine operators handle material to and 
from their machines to the detriment of machine produc- 
tion! 

25 Do your machine operators grind their own tools! 

26 Do you have a special and competent tooling expert ! 

27 Do you have any specific place for work ahead for 
each machine ! 

28 Do you always have work ahead for each machine! 

29 Do you always have jigs, fixtures and tools all ready 
and waiting for each new job, without any delay! 

30 Do all lots of material in process have proper identi- 
fication cards or sheets with them! 

31 Do you maintain a record of the progress by each 
operation of each lot of material! 

32 Do you maintain any record of the operations neces- 
sary to produce any and every piece ! 

33 Do you maintain a record of any kind to show the 
schedule of work ahead of each machine tool ; and if so, as 
to whether or not the schedule is being lived up to ! 

34 Do you always plan the most economical size of run 
for each machine operation! 



93 

35 Are your machine runs often broken into by rush 
jobs or other causes? 

36 If your product is hirgely made up of assembly 
parts— 

a Is the daily production of each assembled product 
uniform, or does it fluctuate widely from day to day? 

h If it fluctuates, is it due to the erratic flow of parts 
to the Assembly Department? 

c Are all individual parts passed through a stock room 
before going to the assemblers? 

d Are parts brought to the assemblers, or do they get 
their own? 

e Are there any semi-completed assemblies on benches 
or floor waiting for parts? 

/ Do you have any method of making sure that all 
parts necessary for assembly are on hand before the 
assembly is started? 

37 On what do you base your promises of delivery to 
customers ? 

38 What proportion of promises are kept? 

39 After the foregoing questions are all answered, and 
you have carefully surveyed your whole manufacturing 
proposition, how does your opinion compare with the one 
held at the start ? 

243 QUESTIONISTAIKE ON STANDARDIZATION. 

1 Have you set standards of quality for all raw mate- 
rials purchased, and supplied standard specifications to the 
Purchasing Agent? 

2 Have the standards been set through careful tests and 
experiments so that you are sure that— 

a The materials are not of such a low quality as to 
increase the production expense to more than offset the 
saving in price, or to interfere with the utility and repu- 
tation of your product? 

h The materials are not of a needlessly high grade, 
causing additional expense without a corresponding de- 
crease in manufacturing cost or additional profit? 



94 

3 Are all incoming materials tested in comparison with 
your standards? 

4 Have you standardized your supplies, or is each de- 
partment allowed to indulge its individual preference ? Do 
you use the same typewriters, carbon paper, etc., in all 
departments ! 

5 Have you set standard qualities for supplies ? Is the 
grade of paper used in forms the cheapest consistent with 
the purpose for which it is used ? Are the pencils the cheap- 
est grade which will give satisfaction? 

6 Have you standardized the stock parts used on prod- 
ucts so that— 

a Standard screws, bolts, nuts, pins, etc., are used, 
thus reducing the quantities and varieties of stock car- 
ried, or the varieties to be manufactured ? 

h Parts are interchangeable? 

7 Have you standardized your products to meet all re- 
quirements of the trade with the least possible number of 
varieties to be manufactured? 

8 If your work is that of cutting metals— 

a Have you standardized the shapes and angles of all 
cutting tools, or is the workman allowed to grind and 
shape his own tools ? 

h Have you standardized the cutting speeds to be used 
for various feeds and cuts for all grades of metal handled? 

G Are the workmen supplied with charts from which 
they can obtain the proper speeds, or are instructions as 
to proper speeds issued with the work order? 

d Have you standard charts for each machine, show- 
ing the speeds that will be obtained on various sizes of 
work for each setting of the machine ? 

9 Have you studied and standardized the speeds of ma- 
chines, so that they run at the speed which produces the 
greatest quantity of work of satisfactory quality? 

10 Have you analyzed all operations, and provided the 
facilities and the arrangem.ent of work which enable the 
operator to obtain the greatest speed of production? 

11 Have you analyzed all operations and eliminated pro- 
duction and time lost due to the workman getting material, 



95 

hunting up work, adjusting his machine, and other items 
causing a loss of production? 

12 Have you set production standards for your various 
operations with which the actual production can be com- 
pared ? 

13 Have you set standards by which the accomplishment 
of your various departments can be fairly and accurately 
judged ? 

14 Have you determined and standardized the exact 
duties to be performed by each executive member of your 
organization? If so, has each executive and sub-executive 
a statement in written or graphic form explaining his 
duties, authority, and responsibilities? 

15 Have you set standard cost figures for all products 
against which actual costs may be compared? 

16 Have you set standards as to the quantity of work to 
be carried in process to keep your plant operating smoothly 
without excess investment in material in process? 

17 Do you sell what you can best make, or make any- 
thing you can sell, or have you no standard policy? 

18 Do you make a standard product or products, or do 
a jobbing business, or is your business a mixture of both 
without a definite policy? 

19 Are your sales based on quality or price, or do you 
merely follow competition without a standard policy? 

20 Do you manufacture parts for stock and assemble on 
orders, manufacture for and sell from stock, manufacture 
for orders only, or do you follow the line of least resistance, 
without a standard policy? 

244 questionnaike on industrial relations and 
Incentives. 

1 What is your percentage of labor turnover? To cal- 
culate same, determine the number of employees hired and 
the number of those who left or were discharged during the 
year, and divide the lowest figure by the average number 
of employees on the payroll during the year. The average 
on the payroll can best be obtained by adding the twelve 
figures representing the number on the payroll at the end of 
each month of the year and dividing by twelve. 



96 

2 Is your plant union or non-union ? 

3 How do the wages you pay compare with the local 
labor rates and the union scale? 

4 How many hours are your employees required to 
work, both in the plant and in the office ? 

5 If the greater part of your labor turnover is due to 
men leaving of their own accord, in spite of good wages 
and moderate hours, to which of the following reasons 
would you ascribe their dissatisfaction with their work? 

a Improper methods of training new men? 

h Foremen or instructors who habitually find fault 
with and discourage men, or who are cranky and dis- 
agreeable ? 

c Poor tools or equipment which it is difficult to work 
with? 

d Annoying interruptions to work, or difficulty in ob- 
taining materials, tools, instructions and other working 
facilities ? 

e Poor working surroundings or sanitary and safety 
conditions ? 

/ Lack of such living conditions or social relations as 
create a liking for the community in which the plant is 
located? 

g Lack of recognition of good work? 

6 If the greater part of your labor turnover is due to 
the discharge of men— 

a Is it because you fail to select men suitable for your 
work, or that you fail to place them at work best suited 
to their ability? 

h Is it because your foremen are irascible and dis- 
charge men who are competent but with whom they clash 
personally? 

c Is it because when men are unsatisfactory to one 
foreman, you make no attempt to find other work in your 
plant which they can handle satisfactorily ? 

7 Do you interview men and carefully inquire into the 
reasons why they are leaving or were discharged, and do 
you classify these reasons and take action to eliminate 
some of the causes of your turnover ? 



97 

8 Do you keep adequate records of the accomplishment 
and progress of your employees, and do you stimulate 
their ambition and enthusiasm by compensating and pro- 
moting them fairly in accordance with the value of their 
services! 

9 What have been your past labor troubles, and how 
were they settled? 

10 Have you a safety committee, or other means of 
taking action to provide safe and healthful working con- 
ditions ? 

11 Have you a welfare department, and do you interest 
yourself in providing first-aid rooms, medical advice, good 
housing and transportation facilities, eating facilities, 
special activities, benefit plans, and locker and wash-room 
facilities for employees! 

12 Have you provided definitely for the proper train- 
ing of new employees, and do you provide any means of 
education for those who desire to advance themselves 
through extra work! 

13 Is your organization of executives and sub-execu- 
tives harmonious and cooperative, or is there evidence of 
friction, factions and plant politics! 

14 Have you noticed any tendency among your subor- 
dinates to avoid censure by '^passing the buck,'' or to com- 
plain of and run down others in the organization! 

15 Is it your policy and that of your executives to ob- 
tain results by censuring and driving your employees, or 
by praising, rewarding and encouraging them! Is the 
motive-power of your organization fear or enthusiasm! 

16 How do you obtain your opinion as to the value of 
your various executives,— through definite figures indicat- 
ing results, or through various things which you notice are 
right or wrong! 

17 Have you any bonus systems or standard advance- 
ment systems by which executives are fairly rewarded in 
proportion to the results they obtain! 

18 Do you advance men from your own organization to 
fill executive positions, or do you fill such positions with 
outsiders! 

19 Are your employees paid on day rate, piece rate, 



98 

bonus, premium, or profit-sharing system, or on any com- 
bination of the above? 

20 If several systems are in use, what is the propor- 
tion of each? 

21 Are your men working energetically, or do they 
seem to be limiting their production? 

22 Do the earnings of various men on piece rates or 
bonuses approximate the same amounts, or do they vary 
widely? 

23 How are rates set,— by estimation, past perform- 
ances or time study? 

24 Do you study and perfect your operation before set- 
ting rates? 

25 Do you- give consideration to fatigue in setting your 
rates ? 

26 Have rates ever been cut? If so, what were your 
reasons ? 

27 Do you pay bonuses for the quality of the work, or 
do you deduct wages for spoiled work? 

28 Do you have to give day-rate allowances on piece 
rates? If so, what proportion of your piece-workers re- 
ceive such an allowance, and what is the weekly cost? 

29 What additional wages are allowed for overtime 
work? 

30 What proportion of your employees work overtime, 
and what are their weekly overtime earnings ? 

31 Do you feel satisfied that you are taking all means 
in your power to obtain the hearty good-will, enthusiasm 
and cooperation of your employees? 

245 Having covered the matter of organization, records, 
planning, standardization, and relations in a comprehensive 
manner, the next step is to take the findings, carefully an- 
alyze them, and, after due thought, prepare an outline of 
the faults found. A suggested outline is contained in the 
sixth chapter, in which conditions are set forth indicating 
beyond any question the entire absence of any control of 
production. 

246 Based on a knowledge of weaknesses and inefficien- 
cies resulting from the diagnosis, an outline of ' ' Construe- 



99 

tive Eecommendations" should be made as the first step 
toward a tentative organization of the work contemplated. 
The one which follows, taken from actual practice, in the 
case of an automobile factory, is merely suggestive in char- 
acter. 

247 Constructive Eecommendations. A brief outline 
of our recommendations, which we feel necessary to over- 
come the faults that we have found, can be classified under 
the following heads: 

A Management. 

B Sales Department. 

C Engineering Department. 

D Purchasing Department. 

E Stores Department. 

F Eeceiving Department. 

G Manufacturing Department. 

248 A Management. 

a The management should make all decisions with 
reference to the design of all new models, sufficiently in 
advance to allow such departments as Engineering, Pur- 
chasing and Tool ample time to complete their part of the 
work by the time the actual manufacture of the model 
begins. This should be done in accordance with a definite 
schedule of times for decisions on various parts or models 
as worked out by the Engineering Department. 

h The management should make out a definite sched- 
ule of the quantities of each model to be produced in a 
given time, sufficiently in advance to allow all depart- 
ments ample time to prepare their work. These schedules 
should be changed only at predetermined periods; and 
the longer these periods can be made, the more economi- 
cally the plant can be operated. In one instance of suc- 
cessful manufacture of automobiles, models are changed 
only once every three years, designs twice each year. 

c There should be no change in the designs of cars or 
parts in process, excepting in cases where serious error 
in design, if unchanged, would impair the reputation of 
the company. 



100 

249 B Sales Department. 

a The Sales Department should sell no cars in which 
the chassis varies from the standard models determined 
upon nntil the demand is such that the changes can be 
made standard or the creation of a new model warranted. 

h The Sales Department should submit to the man- 
agement twice each year their ideas with reference to 
changes in the designs; it being understood, of course, 
that they shall be submitted well in advance of the time 
scheduled for manufacture. 

250 C En^gineeeing Department. 

a The Engineering Department should calculate, 
through the methods herein outlined, the times various 
operations should start in order to turn out new models 
on a certain date. They should furnish the management 
with an idea of the times final decisions must be made. 
They should submit to the Purchasing Department times 
covering purchases, and determine the time of starting 
and finishing all designs, exjDerimental models, jigs and 
fixtures, as well as the start of the various shop opera- 
tions, all of which, as you can readily appreciate, ties the 
Engineering Department to the control arrangement in 
an efficient manner. 

h They should work up a list of all parts used in all 
assemblies on all models, and maintain the same, supply- 
ing each assembly division with a list of the parts and the 
part numbers used in the various assemblies. 

c They should also maintain a list of all parts accord- 
ing to the class of material from which they are made, and 
should calculate from this, depending upon the schedule 
of the number of cars to be made, the amount of each kind 
of material or purchased part needed. They should sup- 
ply these to the Purchasing Department in sufficient time 
to allow for the purchase of this material well in advance 
of starting manufacturing. This calculation should be 
made for every type of material used, including nuts, 
bolts, accessories, upholstery, etc., which, if done, will 
eliminate much in the way of guesswork and inaccuracy 
that is at present a detrimental feature. 



101 

d The Engineering Department should get out draw- 
ings and prints in accordance with their schedule, allow- 
ing ample time before manufacturing begins. 

e The Engineering Department should plan, schedule 
and build the experimental models so as to have same 
completed sufficiently in advance of the start of manufac- 
ture, in order that the errors shown by the experimental 
work may be corrected before regular production begins. 

251 Z) Purchasing Department. 

a The Purchasing Department should be supplied with 
definite information as to the quantities of the materials 
to be furnished by the Engineering Department, and 
should be relieved of the present necessity of estimating 
with reference to the amounts to be purchased, after ver- 
bal conferences with the management. 

h The Purchasing Department should work up a list 
of all types of purchased parts, showing the time neces- 
sary to purchase same. They should keep this list up to 
date by making such changes in the time as are necessary 
when these changes occur. This list should be supplied 
to the Engineering Department as an assistance in mak- 
ing up its schedule. The elements to be considered in 
determining these times are : 

1 Time necessary to get prices. 

2 Time necessary for the vendor to manufacture. 

3 Time necessary for transportation, 

4 Time allowance for internal handling in the plant. 

c The present follow-up system— which consists of 
periodically going over the purchases, and which is more 
costly than it should be and does not get maximum results 
—should be discarded and replaced by a regular system 
of graphic follow-up on the various items of orders, in 
such a manner as to list only the exceptions which must 
be looked up. 

d It will be necessary for the Purchasing Department 
to study the deliveries of the firms from whom large pur- 
chases are made, in order to make certain that these firms 
have the capacity to build and meet the delivery dates and 



102 

amounts required. We have a proposition at present 
before one of the largest automobile concerns in the coun- 
try, in which we propose graphic methods in their plant 
covering the plants they purchase from, which would 
enable this plant to anticipate failure to deliver on time 
long before it is now discovered by the Purchasing De- 
partment. "We suggest such an arrangement in your case. 

252 E Stokes Depaetment. 

a The Assembly Stores Department should be either 
relieved of their present duty of ordering small parts at 
the beginning of the year, or should be informed of the 
exact quantities required by the Engineering Department. 
If relieved of this ordering, it should supply the Engi- 
neering Department, on request, with an inventory of the 
parts on hand and the number scheduled to be used for 
the remainder of the year, so that in case of an excess 
remaining, the Engineering Department can decrease the 
amounts it requisitions from the Purchasing Department. 

h The Stores Department should keep a graphic 
record of the various assemblies made and of the parts 
received for use in these assemblies ; and when the num- 
ber of parts ahead reaches a minimum, should notify the 
Purchasing Department of this fact. 

253 F Eeceivii^g Depaetmen^t. 

a The Eeceiving Department should be supplied with 
competent material inspectors, and all goods received 
should be inspected as to quality, in conformance with 
specifications. 

b As there is evidence of neglect to count or weigh 
goods received, the Eeceiving Department's copies of 
orders should have quantities left otf . This makes it nec- 
essary for the Eeceiving Department actually to count 
and weigh materials, which are then checked by the Pur- 
chasing Department against the quantities ordered. 

254 G Manufactueing Depaetme:n-t. 

a This department— the name of which we would ad- 
vise changing to ^^ Control Department'' —should schedule 



103 

the starting dates for the manufacture of all parts, at the 
beginning of the year, in accordance with the schedule 
submitted to it by the Engineering Department, in order 
to insure a uniform flow of parts to the Assembly Depart- 
ments. 

h It should substitute for the follow-up plan now used, 
a graphic sheet as outlined in ' ' Methods Proposed," which 
record would keep track of the production by operations. 

c When work falls behind in any of the departments, 
as shown by the schedule given them from the graphic 
sheets, they are immediately to notify the Control Depart- 
ment of the fact on shortage slips, giving the reason for 
the delay and what they will have to do to make the 
schedule. 

d Graphic machine control boards should be installed 
and work should be planned well in advance covering all 
machines. Jobs would be scheduled to the departments 
as shown by these boards. Small strips of paper corre- 
sponding to the length of time a job or operation will take 
are placed on this board in metal slides. On these slips 
are entered the order number, if any, the kind wanted, and 
the operation. A vertical string or plumb line is used in 
connection and is moved forward from day to day, so that 
a glance to the right of the string will show at all times 
the work ahead on each machine, while a glance to the left 
will show the work behind the schedule. Further, these 
will show the gaps or unused capacity between operations, 
as well as where congestion exists. 

e When operations fall behind schedule, departments 
will be required to work their machines overtime until the 
work is caught up and the schedule arranged for. 

255 The investigation, diagnosis and outline of con- 
structive recommendations will be found an excellent means 
for determining what should be done looking toward the 
installing of Graphic Production Control. 



Section III 

INSTALLATION OF URAPHIC 
PROBUCTION CONTEOL 

PAGE 

Chapter XI Tentative Organization of Work . 107 

Chapter XII Product Control 131 

Chapter XIII Mechanism of Material Control . 151 

Chapter XIV Coordinating the Material Control 

Factors 176 

Chapter XV Equipment Control 197 

Chapter XVI Labor Control 232 

Chapter XVII Scientific Determination of Stand- 
ard Hourly Productions . . . 255 

Chapter XVIII The Control Board and its 

Mechanism 272 

Chapter XIX Coordinating the Elements of 

Graphic Production Control . . 294 

Chapter XX Use of the Control Mechanism in 

Planning 322 

Chapter XXI Auxiliary Planning Mechanisms . 342 



107 



Chaptek XI 
TENTATIVE ORGANIZATION OF WORK 

256 The task now confronting ns is to organize tenta- 
tively our work of Graphic Production Control, based on 
the investigation made of conditions, the diagnosis, and the 
outline of constructive recommendations, as discussed in 
the previous chapter. 

257 The first law of organization is that of the object- 
ive, or determining the ideal we desire to strive to attain. 
The ultimate or final objective cannot be agreed upon at 
the start, owing to the presence of unknown factors and 
variables which cannot be determined upon in advance ; in 
fact, it will be well toward the completion of the work, as 
previously pointed out, before the final plan can be decided 
upon. Hence a preliminary outline is necessary at the 
start. 

258 To define our objective, let me make a presentation 
of ''aims and purposes.'* Manufacturing from the stand- 
point of modern management is getting to be more and 
more complex, and despite the rapid strides and refine- 
ments made in the last twenty years, the cost of living- 
keeps increasing. Increases in wages and fewer hours 
seem to be the order of things, until we are rapidly ap- 
proaching a condition which may become unbearable, and 
which will affect both worker and employer alike, unless 
there is a change for the better. The attitude of both the 
worker and the employer seems to be that of ' ' give as little 
as possible and get as much as possible," and the chief 
sufferer is the dear public, of which all of us are a part. 
To eliminate industrial clashes and strikes, to reduce the 
cost of living, and to take our place in competition with the 
other nations of the globe, certain things are necessary, and 



108 

they are not less hours and increased wages. Study reveals 
them to be— 

259 A Equivalency. Determining what is a fair 
hour's work for different operations in industry, that men 
and equipment can turn out without injury to health and 
well-being of men or detriment to equipment, is what is 
meant by equivalency. This, to the author's. mind, is an 
economic fundamental; for if we can secure equivalency, 
we need not concern ourselves so much about the matter of 
wages or hours of labor. It is altogether a matter of se- 
curing production, utilizing every facility that can be in- 
vented, and every method that can be devised, toward 
getting out a maximum, or quantity, production. The 
greater the production, the less the cost; and the less the 
cost, the greater the demand. Hence in industry, standard 
hourly productions should be determined, against which 
should be measured the actual attainments to determine the 
ratio of efficiency. 

260 B Knowledge of Costs. The complexity of in- 
dustry; the intricate tax laws and the importance of 
correct returns as to incomes; the intense industrial com- 
petition that is coming, and the inability to say what can or 
cannot be done in the way of increasing wages or arrang- 
ing for profit-sharing, along with our notorious inefficiency 
from a cost-keeping standpoint, which associations of 
manufacturers are beginning to recognize, should convince 
the most skeptical as regards the absolute need for modern 
and uniform cost-keeping methods. 

261 C Elimination of Idleness. Idleness, whether in 
materials, floor space, or equipment, or on the part of 
workers or executives, is being recognized more and more 
as a severe drain on our resources, and yet there is more of 
it in industry than the average man realizes, which idle- 
ness is included in the prices we pay for things. I have no 
right to expect interest on hoarded or idle money, nor 
should I have a right, in industry, to interest on money 
which produces nothing. Idleness to-day is rewarded,— 
not to the same extent as thrift, but it is paid for neverthe- 
less. If I can get prices for the products of my plant, 
which are made by one-half the capacity of my plant, the 



109 

charges covering the idle half going into my overhead or 
burden account, then the public is paying for this economic 
waste, as ivell as a profit on it. Hence one of the most prac- 
tical ideals of Graphic Production Control is the elimina- 
tion of idleness of whatever nature, or at least its reduction 
to a minimum. 

262 B Efficiency. Even with the elimination of idle- 
ness—floor space, equipment, and materials may be used in- 
efficiently, and men may work inefficiently. There should 
therefore be constant striving to reduce waste and lost mo- 
tion through standardization, incentives, better relations, 
better conditions and the like. Efficiency can be measured 
if there is equivalency, or the expression of performance in 
terms of standard attainments. 

263 E Eejections. Defective and spoiled work makes 
for high cost, and as a form of waste should be eliminated 
in so far as is possible, and this feature should be analyzed 
and studied as carefully as idleness. 

264 F Selection of Woek. No man should do any 
work that can be performed as well by another with less 
skill and at less expense, or with greater skill and more ex- 
pert attention. The machinist should not move castings 
from the stock room, as this can be done by a laborer, nor 
should he grind his own tools, as this should be done by 
an expert. Further, work should be assigned to men best 
fitted to do it, and not given out because they have nothing 
else to do. 

265 G Methods to Serve Business as a Whole. A 
Graphic Production Control plan, to be of the greatest pos- 
sible value to a business, must serve the three principal 
divisions, namely. Selling, Production and Financial. 

266 H Analysis of Woek befoee Staeting. In most 
plants, an order taken at a close margin is watched, coaxed 
and nursed along in the plant, with the result that a profit 
is made, or the loss kept to small proportions. Because it 
is definitely known what must be done, close supervision 
sees that it is done. Why not follow the same procedure as 
to all orders? Therefore, the time to see to it that a profit 
will be made or the loss kept to a minimum, is certainly not 
when the work is partially finished or entirely completed, 



110 

but before it is put into the plant for starting. Hence two 
things are necessary — predetermination of time and cost, 
and a means of so scheduling and controlling labor, mate- 
rial and equipment, through proper records, as to watch 
fluctuations and exceptions, with a view to cost reduction. 

267 I CoNsiDEKiNG NoKMAL Co:tTDiTioi^s. If costs are 
abnormally high, due to operating at considerably less than 
capacity, prices based on such costs will mean failure to se- 
cure business. If costs are abnormally low, due to night 
work, overtime and Sunday work, prices based on such 
costs will mean securing business at rates lower than you 
can get for your goods. In other words, from the stand- 
point of estimating and business-getting, costs can be used 
to advantage, as a rule, only when the plant is operating at 
or about normal capacity, and by normal we mean 80 per 
cent, to 90 per cent, of the possible capacity of the plant. 
For this reason, while providing for actual costs, standard- 
ization of costs as to burden rates should be arranged for, 
in order that estimating may be more uniform and the costs 
of real value to the Sales end of the business. 

268 J Pkofits in Pkoportion- to Complexity of Work. 
Methods should be so arranged as to make the most com- 
plicated work net the greatest returns in profit. For in- 
stance, two pieces of work may cost $1000. On one there 
may be $300 worth of labor. On the other there may be 
only $150 worth of labor. If 20 per cent, is added to the 
cost of both for profit, making the price in both cases $1200, 
no provision has been made for the degree of complication. 
As time of workmen and equipment is the real productive 
investment in industry, it stands to reason that a concern 
should get more for the job taking $300 in labor than for 
the one taking $150, and these differences the cost-keeping 
and price-making should reflect. 

As all will admit, these are worthy aims, and the very 
purpose of Graphic Production Control, at least according 
to the author's vision, based on years of experience in in- 
dustry, is to incorporate them as planks in the platform of 
the campaign, and use them as the basis of the work to be 
done. 

Having outlined the real aims and purposes of Graphic 



Ill 

Production Control, the next step is to draft a set of speci- 
fications, the observance of which will conform to the re- 
quirements above outlined. 

269 Specifications of Graphic Peoduction Control. 

A A means for furnishing an estimated or predeter- 
mined time and cost by operation of various orders, 
against which can be entered the actual time and cost, 
thus facilitating a study of the differences between the 
estimated and the actual figures. 

B Standardized overhead rates by departments, 
which would reflect normal conditions (80 to 90 per cent, 
of the capacity), and which could be used to advantage 
in selling and estimating. 

C Actual monthly overhead figures by departments, 
with arrangements whereby the difference between stand- 
ard and actual could be closed monthly into a Burden 
Adjustment Account, which could be taken care of from 
time to time as judgment dictates. 

D The cost of every order, including the proportion 
of overhead, and showing profit or loss. 

E Monthly statements from books of accounts fur- 
nishing twelve opportunities per year to analyze results. 

F Show the profit or loss of each order, of each class 
of business and of each department of the plant. 

G The book inventory of the various materials on 
hand, according to raw materials, semi-finished mate- 
rials, work in process and the various kinds of finished 
products. ___--- 

H Accurate monthly record of the various expense 
accounts entering into the total burden, making possible 
a preparation of monthly burden statements for a com- 
prehensive comparison of each of the burden accounts— 
a comparison that would furnish a close check on expen- 
ditures. 

I The time and cost of labor, both direct and indirect, 
according to operation, order or expense classification, 
along with quantities produced, both good and bad, with 
comparisons of actuals against predetermined estimates 
or standards, thus resulting in efficient labor control. 



112 

J Idle time of equipment, reasons for idleness and 
cost of same, if desired, resulting in equipment control. 

K Knowledge of raw and semi-finished materials on 
hand, of work in process, where located, quantities and 
the cost, resulting in material control. 

L Careful process and final inspection, analysis of re- 
jections as to work, causes and men responsible, resulting 
in product control. 

M Eelative importance of the various parts of an 
order, from the standpoint of purchasing, processing and 
assembly. 

N Pieces received from the outside or from the foun- 
dry or forge shop; pieces processed according to part 
and operation, and the units assembled, at any given 
time. 

Apportioning the work to be done against equip- 
ment or departments in such a way as to show congestion 
or excess capacity. 

P Performance of machines or operations against 
estimated productions, showing gains or losses. 

Q Manufacturing schedules showing dates work 
should start and finish, with provision for showing prog- 
ress. 

R When necessary to revise schedules to relieve con- 
gestion, or to meet conditions caused by absence of work- 
men or breakdown of equipment. 

8 Delays between operations. 

T Work released for next operations. 

U Where to apply pressure to secure an even flow of 
production. 

270 With a clear-cut outline of the specifications of our 
Graphic Production Control system, the acceptance of 
which will give us what we desire as expressed in the ^^aims 
and purposes'' of the methods contemplated, the next step 
is to design the machinery that will meet the specifications. 

271 This machinery will be made up of — 

A Forms, records and devices. 

B Control mechanisms (boards and charts). 

C Control Department in which the work is centered. 

D Personnel which operates the machinery. 



113 

272 A Forms, Records and Devices. The whole work 
of Graphic Production Control can be said to center around 
the control of labor, equipment, product and material, hence 
what records are devised must be planned with this in view. 
The following is an outline : 

273 As TO Material, the factors are procurement, fol- 
lowing up and tracing shipments, storage, issuance, and 
transportation in the plant, so we will need— 

a Purchase and receiving records, with which to se- 
cure materials. 

b Follow-up records to expedite deliveries. 

c Stores records on which to record the condition of 
material on hand. 

d Requisitions through which material is issued and 
as a basis for crediting the stores for material disbursed. 

e Identification and move records as the basis for 
knowing what material is, to facilitate movement and to 
schedule its progress from place to place. 

/ Material-returned records to act as the authority for 
returning to stores any material not needed or not used. 

274 As TO Product, the factors are knowledge of what 
goes into the manufacture, relative importance of sub- 
assemblies and parts, analysis of operations showing se- 
quence and estimated times and equipment used, knowledge 
of what to build as to kind and number, progress of orders, 
the quality of the manufacturing and the amount of work 
spoiled and found defective, which makes necessary— 

a Bill of material showing what enters into the 
product. 

h Analysis of importance as to the flow of sub-assem- 
blies and parts. 

c Lists of operations of parts, and their sequence, 
times and equipment used. 

d Schedules of operation times and equipment used. 

e Sales and production orders showing what to build. 

/ Progress records showing what has been built and 
what remains to be built. 

g Inspection records furnishing information as to the 
quality of the product. 



114 

h Eejection records covering spoiled and defective 
work and the causes. 

275 As TO Labok, we desire to know a number of things, 
namely— 

Was the worker in? 

How many hours did he work ? 

What is his rate per hour 1 Or the piece rates ? 

What are his earnings for the day? 

What different jobs did he work on? 

How much time did he work on each job? 

How many good pieces did he produce on each job? 

How many bad pieces on each job ! 

What was the standard hourly rate of production on 
each job? 

What was the actual hourly rate of production on each 
job? 

What was his efficiency ratio of standard to actual on 
each job? For the day? 

What is the cost of each job? 

What should the job have cost? 

Does the cost and time on all jobs correspond to the 
time spent in the plant and the wages paid? 

276 To get the above we provide— 

a Time cards showing the time taken on work, the cost 
of same and the quantities produced. 

h Allowance cards making time allowances or credits 
for delays, other than idle equipment, not within the work- 
er 's control. 

c Eejection cards which charge the workers with 
spoiled work and credit them with defective work for 
which they are not to blame. 

d Idle time cards which credit the workers for delays 
due to idleness of equipment. 

277 As TO Equipment, we want to know the idle time of 
machines and the reasons for it, we want to know the condi- 
tion of equipment and we want to anticipate delays and 
breakdowns, so we arrange for— 



115 

a Idle-time records showing amount of idleness ac- 
cording to equipment, reasons for same and the cost of 
idleness, if desired. 

b Equipment inventory showing what is on hand in 
the way of machinery and tools, and the condition of same. 

c Equipment inspection records showing conditions of 
equipment as regards what is necessary or will be neces- 
sary in the way of repairs or attention. 

278 "With labor, material, product and equipment under 
proper control, you have all the elements necessary for cost 
control, which, through the medium of the following, will 
coordinate the production with costs in an efficient manner : 

a Payroll records to show what has been spent for 
labor of all kinds, where it was spent and what it was 
spent for. 

b Material records showing distribution of material 
costs according to orders and proper accounts. 

c Expense accounts, burden classification or code of 
numbers acting as clearing houses for the different kinds 
of expense items. 

d Journalizing records to get cost elements into the 
accounting books. 

e Cost records showing distribution of costs by orders, 
expense accounts and burden classification. 

279 No, THE Above is not Eed Tape. A review will show 
that these elements are standard practice in any well organ- 
ized business. An argument could be worked out for each 
factor, but this would not only take up too much time and 
space, but should be unnecessary in this age of advanced 
methods in industry. Where modern methods have failed 
to secure results, it will be found that the matter of their 
proper coordination has not received the proper amount of 
attention. Tie together these necessary— in fact, indispen- 
sable—elements, and present the results graphically, and 
you have Graphic Production Control, which leads us to the 
next component part of the machinery— 

280 B CoNTKOL Mechanism. In this there are four 
elements : 



116 

a Material control charts. 

h Order progress charts. 

c Dispatch boards. 

d Control boards. 

281 In a complete installation all four could be used to 
decided advantage. In others not so complete, certain ele- 
ments can be dispensed with, as, for instance, the control 
boards where the material control charts are comprehen- 



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Figure 7. Principle of Graphic Material Control 



sive enough to plan from. In some cases the control boards 
contain sufficient material information, and the material 
control charts can be dispensed with. Dispatch boards are 
always necessary where time of men and equipment is to be 
kept. Where orders are the basis of manufacturing, order 
progress records are necessary. 

282 Instead of going into elaborate descriptions of meth- 
ods covering the above controls in this chapter, the under- 
hdng principles of each will be explained in such a simple 
manner as to convey more clearly the ideas in mind, leaving 
to subsequent chapters a more detailed description of pro- 
cedure. 

283 a Material Conteol Charts. As will be seen in 
Figure 7, the principle here is the use of straight horizontal 



117 

lines, representing quantities. Assume that items A to G 
represent component parts of a sub-assembly, and reference 
will show the amounts of each on hand. It will be further 
noted that no more assembly can be done beyond the quan- 
tity shown at F (90 pieces). This is the limiting material. 
The vertical line X-Y indicates the quantity assembled, 
which shows that 10 pieces are left, available for assembly 
at item F. Further, it has been found, we will say, that on 
order 1781 there was a shortage in item A, so 70 pieces are 
deducted from order 1690 because of the large balance of 



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Figure 8. Principle of Graphic Progress Control 



item A, and transferred to order 1781, and the quantity (70 
pieces) rubbed off the sheet as shown by dotted line— the 
entries having been made in pencil. To show the exact ma- 
terial situation, limitations and to arrange for transfers and 
assembling, nothing could be more simple or more graphic. 
284 h Oedee Peogeess Chaets. From Figure 8 it will 
be seen that time to be performed (in standard hours) is 
expressed by a straight horizontal line, and that actual time 
spent on operations is expressed by a wavy line covering 
the straight line, the balance, not covered by the wavy line, 
being the work still to do. Reference to this chart will show 
it to be exceedingly comprehensive, decidedly graphic and 
simplicity itself. A glance will show— 



118 

1 Operations in sequence. 

2 Hours of standard time to do. 

3 Hours in actual time performed. 

4 Hours still to be performed. 

5 To what extent the standard time exceeds or is ex- 
ceeded by the actual time. 

In other words, exact condition of operations is shown at 




Figure 9. A Machine Shop Dispatch Board 



all times, besides furnishing an excellent means for deter- 
mining just where to apply pressure. 

285 c Dispatch Boards. Dispatch boards are the oper- 
ating department ^'intelligence stations/' where the cur- 
rent day's work is posted in the sequence in which it is to 
be done. They are accordingly made to accommodate one 
day's time in jobs ahead, and are located in close contact 
with working places and machines. Each group of dis- 
patch boards is in charge of a dispatcher who registers 
starting and stopping times of operators on work tickets, 
enters units of work performed and arranges for process 
inspection, and calls to the attention of foremen and noti- 



119 



Dispatch Board N? 1 



'JOBS DOING 
> IN SIGHT 



fJOBS AHEAD' 
IN REAR i 



MEANINGS OF TAGS 

WORKING PLAGE @ WORKERS 

WORKING ON JOB IN SIGHT 

JOB FINISHED. AM WORKING ON NEXT 




Figure 10. A Foundry 
Dispatch Board 



120 

fies the Control Department by telephone of any actual or 
anticipated conditions interfering with scheduled produc- 
tion. Figures 9 and 10 illustrate dispatch boards. Each 
working place or machine has a space on the board, the 
time records being held by spring clips, the cards being 
arranged in the order that the work is to be performed, so 
that the dispatch board, in addition to being a time-keeping 




Figure 11. A Production Control Board 



and production-registering mechanism, is also a ^^job 
ahead" board. 

286 d Control Boards. Figure 11 illustrates a type 
of control board now being used in a large number of in- 
stallations. On account of its almost universal applicability 
to machine shops, foundries, structural plants, woodwork- 
ing shops and process plants, like rubber factories and the 
like, the feeling is that in time control boards of this type 
will be in general use. 

287 The principle of the control board is well illustrated 



121 

in Figure 12, and is of such far-reaching importance to 
industry as to justify more than a casual examination. The 
basis is— 

1 Having for all important operations a standard 
hourly production, even though it may be expressed in the 
form of a crude estimate to begin with. 

2 The use of a strip of paper, with graduated time 
scale, cut to the length of the job, in terms of the standard 
or estimated hours. 

Note.— The number of pieces to be done is divided by 
the standard hourly production, which gives the length 
of the strip in hours, the strip being cut accordingly. 

288 The strip as cut is posted on the control board, oppo- 
site the machine or working space that is to do the work, the 
left-hand edge being placed under the date, or hour of the 
date, that the work is to start, the right-hand edge showing 
when the work is supposed to be completed. As material is 
received, the equivalent standard hourly production is en- 
tered in green, as shown in Figure 12. As work is com- 
pleted, the green is covered with black, corresponding to 
the hours of standard production turned in by the operator. 
In other words, the operation strip is both charged (with 
material as received, in green) and credited (with perform- 
ance, in black) in the same terms— standard hourly produc- 
tions—found by dividing the pieces received or finished by 
the standard hourly production. 

289 The reason for this is that if the operator works at 
a faster rate than the standard hourly production, he is 
naturally ahead of his schedule, while if he works at a 
slower rate, he is behind his schedule, and this is the very 
kind of information we desire to show graphically. By 
crediting in the same terms as charging, we have a means 
of telling how much longer an operation is going to take, or 
how much time will be gained. All this is graphically indi- 
cated through the use of vertical date plumb lines (C-C) 
on Figure 12, both being moved one day's space to the right 
each day. All green entries (material) and all black entries 
(performance) to the right of the vertical red line (repre- 
senting end of current day) show material and performance 
ahead of schedule. All entries of green and black to the left 



122 






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indicate that material and performance are behind the 
schedule. The red vertical line for beginning of day is 
shown for convenience only, and by representing the work 
done up to the end of the previous day, enables the eye to 
determine the real progress during the current day, in the 
space between the red vertical lines. Eeference to chart 
shows that operation A is behind the schedule as to per- 
formance and ahead as to material, and that operation B is 
ahead both as to material and performance. 

290 Signals are shown to indicate conditions of work, 
as, for instance, at A, that operation is behind (by black 
button), and at B, that it is stopped because machine is 
down for repairs (by pink button). Key to signals is 
shown in Figure 13. 

291 As can be seen from the control board as illustrated 
in Figures 11 and 12, the information that can be gathered 
from this form of graphic presentation is as follows : 

1 Hours- of work scheduled ahead of machines and 
working places. 

2 Hours of work ahead for which material is available. 

3 Starting times— at left hand of strips. 

4 Finishing times— at right hand of strips. 

5 Standard hourly productions. 

6 What work is ahead of schedule. 

7 What work is behind schedule. 

8 All delays and work behind schedule, signaled so as 
to attract immediate attention. 

9 Whether work will be completed on scheduled time 
or not. 

10 How much longer work behind will likely take. 

11 About how much gain in time there will be on jobs 
ahead. 

12 What overtime to arrange for on work that is 
behind. 

13 Amount of material available. 

14 Amount of material still to come. 

15 Unbalanced condition of material asshown by rela- 
tions of green to black. 

16 Amount of hours of work completed at each opera- 
tion. 



124 






S9 






H' 





m 

"A 
o 

Q 
"A 

O 

O 

< 
P 



g 

;> 
o 
O 

< 
"A 
o 

o 

>^ 



o 



o 



lU p j5 
2: u. oc 

ill 





125 

17 Congestion at operations as shown by strip space 
entirely filled with strips. 

18 Idle equipment or excess capacity as shown by gaps 
between strips in strip spaces or by no strips in strip 
spaces. 

19 When necessary to plan new work ahead. 

20 When necessary to call on Sales Department for 
more work. 

21 Fifty machines or working places, on any one 
board, with their hundreds of operations, in plain view 
all the time. 

22 With all boards the entire department or plant ac- 
cording to machines or working places, with their thou- 
sands of operations in plain view at all times. 

292 With elements defined and the matter of coordina- 
tion through the control mechanisms considered, at least in 
a preliminary manner, we can take up the next cog in the 
machinery— 

293 C Control Depaetment. First of all we must 
arrange to centralize the work of production control— cen- 
tralization was the first law of Graphic Production Control, 
you will remember— through the organization of a regular 
department of the business, which can be called The Control 
Department or The Production Control Department. Eef- 
erence to Figure 14 will give a suggested outline for the 
organization of this department. As will be seen, the Pro- 
duction Control Department is coordinate in authority and 
rank with the Shop Operating Department, both being sub- 
ordinate to the same general executive— the Factory or 
Works Manager. 

294 The Production Control Department should receive 
from the Sales Department, through the factory manage- 
ment, a definite idea regarding goods sold or stock require- 
ments, and in turn should supply any information regarding 
production matters required to make intelligent promises on 
deliveries, or determine what to make and the quantity. The 
Production Control Department would take the sales orders 
or stock requirements and prepare production orders, speci- 
fying delivery dates, which would constitute promises, work- 



126 

ing at all times for minimum costs and maximum pro- 
duction. 

295 Both the Operating Superintendent and the Produc- 
tion Superintendent should work together as a unit at all 
times. The former is responsible for the actual running of 
the shop departments, being the factory executive whose 
duty is to get out production in quantity, of the. right qual- 
ity, at the lowest possible cost ; while the latter looks after 
the office and clerical end of the factory work, being respon- 



TO GENERAL MANAGER ■ 



FACTORY 
MANAGEMENT 
FACTORr MGR 





r- 


— ^ — 




SHOP 
OPERATION 






OPERATION 5UPT 




/ 


'/ 


t 


\l 


V/>vRIOUS DEPTS 



STATISTICS- 



PRODUCTION 



SUPERVISOR 
OF MATERIAL 



X 



RECORDS-^ 



SUPERVISOR 
OF LABOR 

7 



RECOR05 --^v 



BOARDS 



STATISTICS 



-! I 



DISPATCHERS S. 

I 



RECORDS 



I ^. 



VARIOUS SHOP CONTROLS 



^_1 



SUPERVISOR 
OF RECORDS 

"TH 

DAT/\ I I 

RECORDS TO 

ACCOUNTING PERT 
FOR COSTING PURPOSES 



Figure 14. Organization of a Production 
Control Department 



sible for planning, routing and scheduling, equipment and 
material control, for all information regarding the product, 
labor spent on work and the like. This arrangement pro- 
vides a clear-cut division of performance on the one hand, 
and planning on the other. The one executes, the other 
formulates and prescribes. 

296 More specifically, the Production Control Depart- 
ment is divided into six major functions : Materials, Prod- 
uct, Labor, Boards, Eecords and Statistics. The boards act 
as the clearing house for all material, product and labor 
records and information, as indicated by the dotted lines, 
while the data collected by the boards filter through to the 
Records Division, where the information is compiled, part 



127 

going to the Accounting Department for cost purposes, and 
part going to the Statistical Division, where charts and 
records are prepared for use by the production and operat- 
ing superintendents and the factory manager. 

297 In organizing the Production Control Department, 
it might be well to outline in a general way the responsibili- 
ties of the various sections, as follows : 

298 Production Control Department, in Charge of 
Production Superintendent. 

General direction of the various divisions of the depart- 
ment. 

Eesponsibility for carrying out in the various shop de- 
partments the methods devised and accepted for efficient 
shop control. 

Study of conditions which interfere with prompt execu- 
tion of plans, or with keeping machines and gangs fully 
supplied with work. 

Advising management as to factors which require ex- 
ecutive attention. 

Keeping work of department up to date at all times. 

Holding conferences with department supervisors to 
assist in proper coordination. 

299 Material Division, in Charge of Supervisor of 
Materials. 

Getting jigs and drawings in readiness for work. 

Supplying proper information to shop truckers and 
material chasers. 

Eesponsibility for seeing that no material is moved 
until process and final inspection has been arranged for. 

Following up shortages of material in the plant. 

Keeping track of and following up material due on 
orders from the outside. 

Replenishment of raw and semi-finished materials. 

Delivery of material to proper departments and ma- 
chines. 

Complete knowledge as to receipts and disbursements 
of material. 

Determination and maintenance of stock limits. 



128 

Prompt checking of requirements against stock on 
hand. 

Eesponsibility for tlie proper handling of material 
requisitions. 

Eeturning to stores material not needed or used, accom- 
panied by material-returned cards. 

Proper tagging of work to facilitate identification. 

Eesponsibility for all stock rooms. 

300 Product Division, in Chaege of Supeevisor of 
Product. 

Analysis of product into sub-assemblies and parts, and 
the relative importance of each to the others. 

Keeping after repair parts in the shop. 

Following up orders— production and sales. 

Analysis of parts into operations in order of sequence. 

Scheduling deliveries. 

Securing necessary manufacturing information, if not 
in the possession of the department. 

Eeplacing spoiled and defective material. 

Creation of production orders to process and assemble. 

Knowledge of what to make, quantities and time 
allowed. 

Getting estimated times on operations and compiling 
same. 

Securing data as to best and alternate machines for 
given work and compiling same. 

Scheduling orders received to various departments. 

Keeping track of progress of all orders. 

Making proper bills of material for shop departments. 

Analysis of inspection and rejection reports. 

301 Labor Division, in Charge of Supervisor of Labor.. 

Control of shop time-keeping. 
Getting counts of work finished by workmen. 
Checking job times against clock times. 
Checking accuracy of production counts through In- 
spection Department. 
Looking over allowance cards and idle-time reports. 
Looking over rejection reports. 



129 

302 BoAKDs Division, in Chakge of Supervisor of Boards. 

Routing orders to machines and gangs. 

Scheduling, each day, sufficient work for the next day. 

Furnishing shops with information regarding plans 
made. 

Rearrangement of schedules to meet congestion and 
unforeseen contingencies, also new delivery dates. 

Giving departments time sufficient to turn out work. 

Seeing that everything is in readiness for jobs before 
they are started. 

Arranging for such meetings with shop men as may be 
necessary properly to plan work ahead. 

Reporting delays that will interfere with attainment of 
schedules. 

Responsibility for keeping control boards posted up to 
date as to material received and work performed. 

Responsibility for efficiency of dispatch boards. 

Keeping posted as to work in process and work not 
started. 

Keeping posted as regards when work will be com- 
pleted. 

Reporting on materials unattainable. 

Proper handling of idle-time and allowance cards, time 
cards, and inspection and rejection reports. 

303 Records Division, in Charge op Supervisor of 
Records. 

The compilation of all records and data turned over to 
it, and sending same to the proper departments and 
officials. 

304 Statistical Division, in Charge or Supervising of 
Statistics. 

The proper charting of all data collected, and the pres- 
entation of same to the proper officials. 

305 D Personnel of Control Department. The head 
of this department should be a man of constructive ability, 
with previous experience in the particular field, if possible. 
He should be a high-grade man in every way and possessed 



130 

of considerable executive ability, with considerable in the 
way of tact and diplomacy. He should be given sufficient 
time to familiarize himself with the details of the factory 
processes and the cost and production methods in use before 
attempting to make an active start. He should be free from 
routine duties, with the exception of looking after those 
duties specified under the head of his department. 

The organization should be built up gradually; and to 
familiarize the personnel with the work, they should be em- 
ployed at first in collecting data on machine capacities, 
standard hourly productions, operation names and numbers, 
rejection and inspection data, material movement, data on 
delays and idle time, cost and time data, control and dis- 
patch-board work, and such other information as will 
acquaint all with the routine of the department and its divi- 
sions. As far as possible, girls should be used for purely 
clerical work,— and in this connection it may be said that 
girls make excellent and reliable shop dispatchers. 

306 With this general outline of the plans for the tenta- 
tive organization of the work of introducing Graphic Pro- 
duction Control, we can now proceed to the third step— Pre- 
liminary Steps in Introducing Methods. 



131 



Chaptek XII 
PRODUCT CONTROL 

307 In beginning the preliminary work in connection 
with Graphic Production Control, it is obvious that before 
we can use Dispatch and Control boards, through which we 
can clear all production data, we must first gather and com- 
pile the information. We must, in other words, control the 
elements entering into control. 

308 As we have indicated previously, the four elements 
are labor, material, product and equipment. In approach- 
ing the problem in a logical manner, there should be a se- 
quence determined upon as regards the handling of these 
elements. If we will stop to analyze, four questions will 
furnish us our guide-- 

1 What are we going to build? 

2 What are we going to build it out of ? 

3 With what are we going to build it ? 

4 With whom are we going to build it I 

—the answers to which are: Product, Material, Equipment 
and Labor, which is the order we will follow in our presen- 
tation. 

309 As you may remember, the fourth law of Graphic 
Production Control (requirements) outlined the necessity 
of knowing what should be made, sufficiently in advance to 
allow time to plan and schedule the production. This spells 
some form of ordering from the Sales Department to the 
Manufacturing Department, which can be taken and con- 
verted into Bills of Material and Assembly and Production 
Orders. Sales order forms are so well known in industry 
that we will not take up valuable space in reproducing them. 
This also applies to Bills of Material. Sales orders may 



132 



iUUUIsIgItIsIq Il0|u|l2ll3ll4|l5|l6ll7ll8ll9l20l2l|22|23|24l25|26l27l28|29|30l3j 


DATE ISSUED 


APPLICATION 


DESCRIPTIVE NAME OF UNIT 


QUANTITY 


ORDER 




R«qulrem«nt$ 1 
Daf* -Quantity | 


Schedules 
Date Quantity 


ACTUAL DELIVERIES 
Date Quantity Totals Loss 


RAW MATERIAL 


SMALL TOOLS 














■ 




All on 
Hand? 


All on 
Hand? 


















When? 


When? 


















From 


From 














■ 




















Receipts 


Receipts 


SCHEDULED 


IDENT. CARD 


MAT'L REQ'N 


TIIME REPORTS 1 









Figure 15. A Machine Shop Production Order 

contain a number of different items, but production orders 
should be written for one item only, to each order. Across 
the top of the order should be a 1 to 31 scale, to be used for 



1 2 


3 


4 S « 


7 


8 


9 


PROGRESS AND FOLLOW-UP RECORD 

10|11|12|13{14|15|16|17!18|19|20|21|22 


23 


24 


25 126 


27 


28 j 


29 


30 


3.1 


ORDER DATE 




K-2 DESCRIPTIVE NAME 


QUANTITY 


ORDER 


Gated Tesether 


Weiefcts 
Net 
Qross 


Factors 
Gate 
Scrap 


Metal Spec. 


CUSTOMER ORDER date 
SHIP TQI VIA F. O. B. 


RAW MATERIALS 
ON FROM RECEIPT 
HANOr 
WHEN? 


FLASK AND PATTERN 
ON FROiVl RECEIPT 
HAND? 

WHEN? 


SCHEDULES 
Date Quan. Mach. 


MOLDS AND CASTINGS MADE 
Date Molds Quan. Totals Losses 


ACTUAL DELIVERIES 
Date Bill No. Quan. Totals Weight Totals 
























































































































































































































































































— 







































































Figure 16. A Foundry Production Order 



133 

following lip orders and deliveries, through the use of metal 
signals, as in Figure 15, covering a machine shop produc- 
tion order, and Figure 16 for use in connection with foun- 
dry orders. Colored metal signals corresponding to colors 
shown in Figure 13, could be used to advantage on produc- 
tion orders to indicate their condition. 

310 The second law of Graphic Production Control 
(scope of control) should also be observed if we are to 
control production comprehensively. Eef erence to Figure 3, 
Chapter VI, shows a manufacturing control and schedule 
covering purchases, jigs, machining, sub-assembly and erec- 
tion, and should be carefully reviewed in connection with 
this treatment of product control. 

311 Now we come to the sixth law of Graphic Production 
Control (Importance and Availability). To live up to this 
law we should arrange to split up the total manufacturing 
into a series of assembly elements, and in so doing should 
give due recognition to the third law of Graphic Production 
Control (Draw vs. Push), as per the following: 

Assembly Analysis 
Front Axles Order 13,805 

Wanted-1,000 Date-10/5/15 

Part Tk .o-nrr^.-.^ NuTiiber Number Buy- 
Name of Part Num- ^\^3J>o? of of or 
ber ^^umoer p.^^^^ jj^^,^ ^^^^^ 

1 Front Axle I-Beam.. . 304 30,056 1,000 733-1 M 

^ Front Axle Bushing.. 131 10,772 2,000 266-4 M 

3 Front Axle Bushing.. 132 10,773 2,000 166-7 M 

4 SteeringKnuckle,K.H. 418 10,774 1,000 350-2 M 

5 SteeringKnuckle,L.II. 419 10,775 1,000 350-3 M 

6 Steering Knuckle Pin. 137 10,778 2,000 B 

7 Steering Arm, E.H... 135 10,776 1,000 200-5 M 

8 Steering Arm, L.H... 136 10,777 1,000 200-6 M 

9 Cross Tube Yoke.... 139 10,780 2,000 166-8 M 

10 Cross Tube 305 10,783 1,000 M 

11 Steering Arm Pin.... 141 10,781 1,000 100-9 M 

12 Steering Arm Pin. .. . 142 10,782 1,000 66-10 M 

13 Dust Cap 138 10,779 2,000 B 

14 % X 11 Tubing 1,000 B 



134 





Name of Part 


Part 
Num- 
ber 


15 


Pin for Cross Tube. . . 




16 


Castle Nut, 1/2 '-20... 




17 


Castle Nut, %6"-18. . 




18 


Grease Cups No. 000 




19 


%2 xl Cotter Pins. . . 




20 


1/8x11/4 Cotter Pins.. 




21 


i/sxlPins 





Drawing 
Number 



Number 

of 

Pieces 

2,000 
2,000 
2,000 
2,000 
2,000 
2,000 
2,000 



Number 

of 

Hours 



Buy 

or 

Make 

B 
B 
B 
B 
B 
B 
B 



312 It will be noted that the parts have been listed in 
order of their importance in assembling, but that while the 
first part takes the longest time to machine, the fourth and 
fifth take the second longest time, so that from the stand- 
point of machining, the flow is— 



hlin^ 


g Item 


Machining Item 


1 




1 


2 




4 


3 




7 


4 




2 


5 




3 


7 




5 


8 




6 


9 




8 


11 




9 


12 




10 . 



—which furnishes a guide for both machining and assembly. 
In purchasing, a different sequence may be necessary, as it 
can readily be seen that one of the unimportant parts from 
the standpoint of both machining and assembly may take 
the longest time to purchase. 

313 The assembly analysis outlined the nature of the 
machining sequence, but as the time expressed was total 
time, there must be a knowledge of operation flow. In this 
we should give consideration to the eleventh and twelfth 
laws of Graphic Production Control (Starting Operations 
and Succeeding Operations). We should also standardize 
the operations wherever possible, which gives due consider- 



135 



GRAPHIC OPERATION ANALYSIS 


NAME OF PAwRT- ..PART NO DRAWING NO STUDY NO 


BEST MFG. oO 
LOT IN PCS. 


AVERAGE^ g 
DAYS IN 10-*' 
PROCESS 


RAW MATlWEIGHT! 


FINISHED WEIGHTS 


MATERIAL REQUIRED 


PER UNIT 
PER LOT 


PER UNIT 
PER LOT 


KINO SIZE 
SPECIFICATIONS 


OP. 
NO. 


NAME OF 
OPERATION 


EQUIPMENT 


SPECIAL 
TOOLS 


TIME 


PIECES 
PER 
HOUR 


REMARKS 


DEPT. 


BEST 


ALTONATI 


SETUP 


OP. 


/ ' 


y/LL 












10 






2 


DRILL 












20 






3 


TURN 












5 






4 


PLANE 












15 






5 


TACE 












30 






6 


SLOT 












5 




















Q5 






_^ 


























L.— -^ ^ — ' ~ - " "-'—»—— 



Figure 17. A Graphic Operation Analysis 

ation to the seventh law of Graphic Production Control 
(Operations). 
314 To take care of the operation sequence, flow of 



w 


HEN ALL 


BEST F 
MACHINE 


-OW OF C 
S ARE A 


}PERAT10 
VAILABLE 


S5 IN 5E 
: - EAC 

1 I .| 1 1 1 ! 1 1 


.QUENCE 

-{ SPACE = / HOURS. 






1 — ' — '~ 




— 1^-- 






M ' 1 , ' 






~ 






. , 1 


• 1 ; 


:::::_:...... ^ : 








— ^ — ^ 






- ! ; ; : ^ 


m +^ 




, 




'h 




; ' ! L 


\ ' ' 


U ^^ 










3^ ~ 


' ' ! i : 


i ■ i • i i 1 1 1 i I 1 i ! M ! 1 ' 1 . 1 i 1 1 ' '1 












" ' '■ ' — 


-— — \ — — ''ill 












■- 


■ i . i ; ; , , : ' ! ; i : j ; ; ! ; i i i i U 










— ' — r- r+- 




- \ ' ^ — ^ i '! 'Ill 






































































































































-57HQJRS^ 








































































































































































'<■— 






— 


WERE PERFORVED OSE AT AT 


.iL..|u..,xaiiLL4-u^44 














































































































































































































































































illlliill 


IllllilH 


'iinijii 




i; 


WrAi 


-l4-U- 


+t4- 


^ 


4- 


-- '1 JMIM ih!l! i-l| 



Figure 17a. Reverse of Graphic Operation 
Analysis Record Shown in Figure 17 



operations, and the standardization features, Figure 17 
was designed and is called the ^'Graphic Operation Anal- 
ysis. '^ Provision is made for showing in addition to name 



136 

and number of part, the drawing number and the time- 
study number, the best lot to run, the average days to run, 
raw and finished material weights and the material specifi- 
cation. The operation sequence is shown as to the number 
and name of operation, the equipment (best and alternate), 
the tools used, the set-up and operation times, along with 
the standard hourly production of each operation. On the 
reverse side is shown the best flow of operations in se- 
quence, with all machines available. As will be seen, 85 
hours of continuous time would be required if operations 
were performed one at a time. By releasing long opera- 
tions from the shorter ones preceding them, practically as 
soon as work is started at the shorter operations, as in the 
case of 2, 4 and 5, the cumulative time can be considerably 
lessened, in this case to 57 hours, or a difference of 28 
hours, which shows that it pays to give consideration to the 
matter of starting and succeeding operations. 

315 What should be considered in making up these flow 
charts are— 

A Eelative times required by successive operations; 
that is, long operations delivering to shorter operations, 
must be started some time ahead so that delivery of ma- 
terial to shorter operations will be in such a manner that 
their production rates are maintained. 

B Where there is a long operation, then a short oper- 
ation and then a longer operation, it is evident that it 
would be very unwise to wait until end of first long oper- 
ation before starting short operation which follows. 
Much gain in time on second long operation can be made 
by having two or three short spurts on short operation, 
thus enabling sufficient material to be on hand for fol- 
lowing long operation. The second long operation will 
thus overlap, in time of doing, with first long operation. 

C Where successive operations are vastly out of pro- 
portion in times required to perform them, it is desirable 
to reduce this factor by utilizing two or more machines on 
longer operations, thus reducing manufacturing time to 
one-half, one-third and so on. 

D In time allowance for movement of material from 
operation to operation, consideration should be given to 



137 

distance between machines, means of availability of con- 
veyance, standard quantity which it is feasible to move 
in one lot, and lagging of inspection behind actual opera- 
tion. 

E Inspection can be regarded as an operation by it- 
self, where it takes place after certain operations or 
series of operations have been performed, or it can take 



.or„,«i6M^«4 SPECIAL WORK SCHEDULE | 


Part Symbol Group 


Sch. No. S. 


Mat'l Departmert 


Study No. 


OPERATION rO BE PERFORMED 

FOR SKETCH SEE REVERSE SIDE 


Machine 


Belt Motor 


Feed 


Speed 


Cut 


Tool Steel Tool Number 


NUMBER MACHINED 
AT ONE TIME 


STANDARD TIME 


Special Fixtures- 
Approved 


Under existing conditions and as outlined herein Standard time for the above work wiU be 


Time for setting up • . . 

Time for operation - 

Time for taking out work 

Total allowed .... 







A 


^. . Man L, 
T""' '" Gangf— ""■ 

For Pes. 

For Men 


No. of Pes. 

Per 

At Time 
Per..... 




B 






C 






D 


Is 


This is a special schedule and the management reserves the right to substitute a perma- 
nent schedule as soon as a careful study can be made of the operation. 


Date Cancelled 


D=lime for one piece. For more ihan one piece use rule 
Pes X B + A + C = Std. Time. 


Date 
Effective 


See New Schedule 






__ 


__ 











Figure 18. A Special Work Schedule 

place as process inspection in more or less intimate con- 
tact with actual doing of work. In standardization of 
flow lines the above should be given due consideration. 

F Times required for setting up machines should be 
given consideration but kept distinct in graphical display 
of flow of operations, as portrayed on our charts of 
standards, as well as on the control boards. 

316 In working up the data for the ''graphic operation 
analysis,'' a ''special work schedule," Figure .18, or some- 
thing of like nature, should be provided, which furnishes 
the basis for recording estimated times, tentatively stand- 
ardizing operations, and determining standard hourly pro- 
ductions. As refinements are made, or time-study methods 
inaugurated, permanent work schedules can take the place 
of the special work schedules. 



138 

317 Considerable clerical work in connection with de- 
veloping "special work schedules'' and the ''graphic opera- 
tion analysis," can be saved by symbolizing operations. 
The code of symbols attached is oifered as a suggestion. 



318 Standard Opeeation- Symbol Code. 



1 Space Symbol (- ) 

2 *'And" symbolized 

by ( /) 

3 To Repeat an Opera- 

tion Re 

4 Adjust Adj 

5 Assemble Assb 

6 Anneal . Ann 

7 Bake Bke 

8 Bore B 

9 Finish Bore FB 

10 Rough Bore RB 

11 Burr Brr 

12 Brush Brsh 

13 Buxr Bevel Bvl-Brr 

14 Burr Cutting 

Bevel C-Bvl-Brr 

15 Burr Edges . .Edg-Brr 

16 Burr Face Fc-Brr 

17 Burr Face 

No. 2 Fc-Brr}2 

18 Burr after Mill.Ml-Brr 

19 Burr after Re- 

cess Rc-Brr 

20 Burr Screw 

Hole Scr-Hl-Brr 

21 Burr after 

Saw Sw-Brr 

22 Burr Thread ..Thr-Brr 

23 Burr Thread 

No. 2 Thr-Brr82 

24 Center Ctr 

25 Chamfer Chfr 



26 Chip ....Chip 

27 Chamfer No. 2 ..Chfrfi2 

28 Make Com- 

plete M-Comp 

29 Core Cre 

30 Corner Cnr 

31 Clean Cln 

32 Counter Bore CB 

33 Counter Bore 

Back BK-CB 

34 Counter Bore Screw 

Plole Scr-Hl-CB 

35 Chuck CH 

36 Counter Sink CS 

37 Cup Cp 

38 Cut Clearance ...Clr-C 

39 Cut Off CO 

40 Drill Dr 

41 Drill Center 

Hole Ctr-Hl-Dr 

42 Drill Com- 

plete Comp-Dr 

43 Drill and Face .Dr/Fc 

44 Etch Etch 

45 Etch Trade 

Mark and 

Size ....TM/Sz-Etch 

46 Spot Face Sp-Fc 

47 Form Frm 

48 File Fie 

49 File Burr Brr-Fle 

50 Flute Fit 

51 Grind Gr 



139 



52 Eough Grind R-Gr 

53 Grind on 

Arbor Arb-Gr 

54 Finish Grind F-Gr 

55 Grind Bevel and 

Face Bvl/Fc-Gr 

56 Grind Shank ...Shk-Gr 

57 Grind Bevel in 

Pairs Pr-Bvl-Gr 

58 Grind Blank ...Blk-Gr 

59 Grind Hole Hl-Gr 

60 Grind Cutting 

Bevel C-Bvl-Gr 

61 Grind End to 

Length End-Gr 

62 Grind Length .Lgth-Gr 

63 Grind Face by 

Hand Hd-Fc-Gr 

64 Surface Grind ..Sur-Gr 

65 GrOfe Figs and 

Faces . .Fc/Flg-0-Gr 

66 Grind Tip Tp-Gr 

67 Harden Hdn 

68 Pack Harden ..Pk-Hdn 

69 Heat Treat HT 

70 Hob Hb 

71 Case Harden . .Cs-Hdn 

72 Inspect Insp 

73 Soft Inspection .S-Insp 

74 Hard Inspec- 

tion H-Insp 

75 Final Inspec- 

tion F-Insp 

76 Angle Inspec- 

tion Agl-Insp 

77 Lead Inspec- 

tion Ld-Insp 

78 Size Inspec- 

tion _,_._. Sz-Insp 



79 Japan Jp 

80 Knurl Knrl 

81 Lap Lp 

82 Finish Lap F-Lp 

83 Rough Lap R-I^p 

84 Match Mtch 

85 Mill Ml 

86 Mill Bevel Bvl-Ml 

87 Mill Center 

Cut Ctr-Ct-Ml 

88 End Mill End-Ml 

89 Mill Under 

Cut Un-Ct-Ml 

90 Mill in Two . ..Two-Ml 

91 Mill Slot Slt-Ml 

92 Thread Mill ...Thr-Ml 

93 Plug Pig 

94 Pin Pn 

95 Mottle Mtl 

96 Polish Pol 

97 Plane Pine 

98 Profile ..., Pf 

99 Ream Rm 

100 Recess Re 

101 Relieve . .. . Rlv 

102 Sand Blast SB 

103 Saw Sw 

104 Season Ssn 

105 Solder Sdr 

106 Sanp Snp 

107 Split ,....Spl 

108 Spot Sp 

109 Spray Spr 

110 Square Sq 

111 Squeeze Sqz 

112 Stamp Stp 

113 Stamp Com- 

plete Comp-Stp 

114 Stamp Mtchg Fig- 

ure . . .Mtch-Fig-Stp 



140 



115 


Stamp Name and 


125 




Size ....Nm/Sz-Stp 


126 


116 


Stamp Pat- 


127 




ent Pat-Stp 


128 


117 


Stamp Set Mark, 






Nm/Sz 


129 




SM/Nm/Sz-Stp 


130 


118 


Stamp Trade 






Mark TM-Stp 


131 


119 


Straighten Str 


132 



Mill Thread ...M-Thr 
Eough Thread .R-Thr 
Finish Thread .F-Thr 
Thread Com- 
plete .... Comp-Thr 

Tumble Tbl 

Spring Tem- 
per Spr-Tpr 

Tip Tip 

Turn Trn 



SCHEDULE SCHEDULE OF DEL 


VERIES ACTUAL 


ORDER N,0. ITEM 


CUSTOMER 






OPERMIONS^III" "'" - - - -i. --- 












DRAWINGS ■ = !;:::: ::::::: 




















PATTERNS ' = - i : : : " ------- 




































OUTSIDE - - --- - - - - - 




MATERIAL ' ' -■"■■■'•■- - - - - 












STRUCTURAL ' ' " ----- 








SHOP ' --"M.^..-- 












MACHINE 








SHOP ' -^-"• 


















B ■ 






























FINAL 






> > ■ ....... 


INSPECTION - ^- - - - - - -- - 


_ _ ^-. 




:_ ::: : ::: ±:: 



I BEHIND \ 

^""iSy^EEKS '"^ 

Figure 19. A Schedule of Deliveries 

120 Swage Swg 133 Finish Turn . . . F-Trn 

121 Tap Tap 134 Eough Turn ... R-Tm 

122 Test Tst 135 Wash Wsh 

136 Weld Wld 

137 Spot Weld ....Sp-Wld 



123 Temper Tpr 

124 Thread Thr 



319 Other matters which have to do with product con- 
trol are scheduling deliveries, progress of orders, rejec- 
tions, and process and final inspection. 

320 Figure 19 is a form of graphic delivery schedule 
and is self-explanatory, showing what was planned, the 



141 
actual perforniauce, and covers work as a whole, or com- 



plete orders. Figure 20, the ''angle; 
author developed nearly ten years ago, 



>-rapli," which the 
and which is being 



— TT ~ T TT 






r, \j , A / 1^ /^y, u.wi ■ K'.v jt /rhT.4 








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c> 5 . Z ^ r - - Houn bihind Schedule 


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: I" ~: — "I" It — ®:zLj::::::: :::::::: " _::: : : : " " ----- 




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1 1 1 1 1 1 1 1 II 1 1 II 1 II 1 1 . M 1 M 1 1 I 



Figure 20, The ''Anglegraph" 



PROGRESS RECORD 1 


NO. 


OPERATION 


MACH. 


STD. 
PROD. 


HOURS 
WORK 


HOURS WORK EACH SPACE ;:l HOUR | 


1 


M/LL 






Vo 


^ 


^m 


M 


>i^ 


•i 


W 


9^ 


M 


ta 




(to 


^ 


A 


M, 






- 


- 


- 


» 




4» 


- 


^- 


2 


DR/LL 






25- 


^ 










— 










— 


u 


— 


ii 






— 


— 


— 


— 






— 


— 


<^ 


'^Wt 
























n^ 
















3 


TURN 






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«l 


M 


»*M 


m 


B 


M 


m 


^ 


_ 


B 




. 


. 


_ 


-4- 




















4 


PLANS 






lO 


W 


m 


nm 


¥ 




■ia 


- 


- 
































5 


FACE 






30 


K 


H 


«lM 


M 


U 


n 


^ 


IM 


Mf 




_ 


_ 


_ 












,. 


-^ 


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6 


SLOT 






JS 


--i^ 












— 




1 — 


— 










_ 


- 






~ 














^ 


■~ ^ 


" 






^ 


'™ 


™ 






P" ■' 


^ 


7 




























































fi. 










. 


,1, 


^ 







^ 


J 


P '' -u 




- 










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U^^^ "- mJ 




























^ 




u 


LJ 


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imL| 



Figure 21. A MxVchine Shop Progress Kecord 

used to a considerable extent in industry, illustrates an ex- 
cellent means for controlling orders as a whole, and a care- 
ful study of same will be found well worth while. 

321 For progress of detailed operations, Figure 21 for 
machine shop operations, and Figure 22 for structural shop 
operations, are offered for consideration. In Figure 21 the 



142 

principle is the use of straight lines representing estimated 
times and wavy lines covering actual times. In the illus- 
tration the showing is — 



Operation 
No. 


Operation 
Name 


Est. 
Hours 


Hours 
Performed 


Hours 
to Do 


1 


Mill 


40 


18 


22 


2 


Drill 


25 


10 


15 


3 


Turn 


20 


8 


12 


4 


Plane 


10 


5 


5 


5 


Face 


30 


10 


20 


6 


Slot 


15 





15 




Figure 22. A Structuraij Shop Operation 
Analysis and Progress Record 









PART NO. NAME OF P/>J<T , 




REMARKS 










DEFT. NO. 


OPERATION 


DEPT.NO. 


OPERATION 


DEPT.HO. 


OPERATION 


DEPT. NO. 


OPERATION 


DEPT.NO. 


OP( 




MACHme NO. 




















MAC 


— ^ 


DATE 


HOURS 


PlECtS 


PIKES 


TOTAL 


DATE 


Houm 


PIKES 


PECES 


TOTAl. 


DATE 


HOURS 


PIECES 


PIECES 


PIECES 


DATE 


«uss 


PIECES 


P°KES 


ra^l 


BATE 


HOURS 


PIECES 


OEF. 
PIECES 


TOTAL 
PIECES 


DATE 


-u 


























































































































































































































































































































































































































































































- 


































































L -J 


~ 


^I 







[_^ 








1 




zz 







l_j 




t=J 


U 








— 


^H 


zz 


;==-^ 


[ ' 


U4 



Figure 23. A Parts Progress Record 



322 In Figure 22 the principle is that of the use of areas, 
representing the estimated time, the small squares having 



143 

straight lines drawn through them as actual time is turned 
in. This is an excellent record, showing progress, as actual 
time over or under the estimated time is apparent at a 
glance, as well as the overtime in red. In the illustration 
all operations have been finished except the hand and bull 
riveting. 

323 Figure 21 can be used as a separate record, or the 
reverse of Figures 15 and 16 (production order). Figure 



SHOP REJECTION CARD 


ORDER NO. 


MATERIAL REJECTED 


PCS. 


REJECTED Br 


J06 NO. 


DATE REJECTED 


SIZE DOORS 


REASOr. : 


FAULT: 


WORK MADE BY MAN NO- ' MACHINE NO. OWE | 


IS MAN TO BE CHARGED YES 
NO. 


S WORK TO BE REPLACED YES 
NO 



Figure 24. Shop Rejection Card 

22 can be a separate record, or can be placed at the bottom 
of the ' ' anglegraph, " Figure 20. If visualization must be 
sacrificed for extreme accuracy, the form. Figure 23, ' ' parts 
progress record,'^ can be used. 

324 The factor of inspection and rejections must be 
given consideration in connection with product control. Fig- 
ure 24 shows a ' ' shop rejection card, '' which should be made 
out in triplicate and from which much valuable information 



T& PROGRESS SHEET 




[ FOR MODEL NO. QUANTITY 




OPERATION 


DEPT NO. 


OPERA.T,ON^ 


DEPT. NO. 


OPERATION 


OEPT NO. 


OPERATION 


OEPT, NO. 


OPERATION 


0EPT.N3. 


OPERATION 


OEPT MO 








MACHINE NO 


EST TIME. 


MA.CH.NE NO. 


EST TIME 


MACHINE NO 




MACHINE NO 


EST.TIME 


MACHINE NO 


EST TIM. 


TOTAL 


PKTE 


.^«S 


PIECES 






DATE 


HOURS 


PIECES 


J?^f,^. 




DATE 


HOURS 


PIECES 


OEF. 




DATE 


HOURS 


PIECES 


OEF. 




DATE 


»RS 


PIECES 






DATE 


HOURS 


PIKfS 


DBF. 


1^ 










































































































































































































































































































































































































































































































































































































. 































































1 


, 






— 




1 









1 





















' 










^ 


b^ 






'■ 








^- 


^=^ 








^ 










^ 




1 1 


B 











Figure 23. Parts Progress Record— Continued 

can be compiled. One should be filed according to cause, one 
according to part rejected, and one according to the worker 



144 

responsible. As an example of possible compilations from 
these rejection cards, the record ^^Eejections in Foundry 
According to Causes ' ' is submitted— 

325 Eejections in Foundky Accokding to Causes. 
Month of 

Fault of 
Causes Men Material Cores Mis. Total 

No. Wgt. No. ^gt. No. Wgt. No. Wgt. No. W.gt. 

Dirty castings. 3 392 32 3,043 35 

Slag holes 52 3,288 .... 53 

Cold shot 2 85 6 1,400 

Crush 37 2,625 

Fall out 10 2,446 

Blow 24 1,032 17 1,397 

Hit by ladle.. 1 470 

Scabs 11 2,522 2 563 

Faulty closings 2 105 

Shrink 5 195 

Broken gates . 4 2,075 

Broken cores.. 1 140 1 320 

Wrong cores 1 430 , 

Hard ramming 1 40 , 

Eun out . 2 645 

Anchor moved 1 425 

Shook out too 

quick 1 153 1 153 

Pattern not 
right 1 120 1 120 

Crack in cast- 
ing 1 400 

Patternshifted 28 685 

Inanity machine 
molding 9 275 

Broken castings 3 560 

Total 100 13,155 97 8,489 19 2,147 142 2,040 258 25,831 

Percent.... 50.9 32.8 8.3 8.0 100.0 

326 The matter of quality of product is becoming more 
and more important in industry, and plants are devoting 



35 


3,435 


53 


3,288 


8 


1,485 


37 


2,625 


10 


2,446 


41 


2,429 


1 


470 


13 


3,085 


2 


105 


5 


195 


4 


2,075 


2 


460 


1 


430 


1 


40 


2 


645 


1 


425 



1 


400 


28 


685 


9 


275 


3 


560 



145 

more and more attention to process as well as final inspec- 
tion. As an example of this, the following from actual prac- 
tice is submitted : 

327 Standard Instructions, covering Process and Final 
Inspection ( Brass Foundry) . The function of inspection, as 
organized for your needs, shall consist of two divisions, 
namely : 

1 Process Inspection, which takes place in intimate 
contact with actual production operations. 

2 Final Inspection, which takes place when product 
is finished and ready for packing and shipment. 

There is no better time to stop things being done wrong 
than in intimate contact with actual doing of operation 
itself. It is the logical place, inasmuch as you then antici- 
pate and save expense of all later efforts, which may be 
applied on defective work. Process inspection, in modern 
industrial organizations, has of late years reached such a 
development and an intimacy with the performance of manu- 
facturing operations that final inspection becomes quite 
casual. The expense of this function does not compare with 
the results achieved. 

Process inspection shall principally take place during fol- 
lowing operations: 

1 Coremaking. 

2 Molding, Pouring, and Shaking out Castings. 

3 Cleaning and Finishing Operations. 

328 Coremaking. 

Process inspection, in operations of making cores, shall 
be under control of foreman of that department. This 
process inspection shall be of the nature of continuously 
checking up actual doing of operations of making cores such 
that good cores will result. Counts of cores made shall be 
registered as quantities placed in ovens for baking. The 
quantities defective shall be such as are lost during baking 
and handling preparatory to placing on storage racks. Eeg- 
istration of these quantities shall be made on Workers ' Job 
and Time Eeports. The difference between quantities made 
and defective shall be the total made good. This total quan- 



146 

tity made good sliall have a certain specific percentage of 
overrun (according to type and class of core) to allow for 
breakage between storage racks and molding operations. 

329 Molding, Pouking and Shaking Out. 

In operations of making molds, ponring them, and shak- 
ing ont, process inspection shall consist of continuously in- 
specting castings just dumped in sand-pile, in order to 
determine if they come up to requirements. The operation 
of inspection shall be periodic and proceed in definite rou- 
tine so as to cover part of all castings being made by several 
machine, tub and floor molders. Process inspection should 
be sufficiently embracive, so that reasonable assurance exists 
that molding, pouring and shaking out molds are proceed- 
ing satisfactorily. 

When discovery is made of defective castings, then 
process inspection for those particular molds shall become 
100 per cent. The nature of defects will furnish basis for 
systematic initiatives to be taken relative to changing, 
molding, pouring, or shaking out operations so that good 
castings will result. 

Process inspector, on discovery of work being done 
wrong, shall immediately notify molder, pourer or shake- 
out man, in accordance with nature of defect. He shall also 
notify set-up man or superintendent, who will at once see 
to it that matter is rectified and production can proceed. 

Notifications as to defective work being done shall all be 
made in writing. Process inspectors shall use Memoran- 
dum Order for this purpose. In addition to specific loca- 
tion, kind and nature of defect, with pattern number of part, 
suggestive cause and means of remedy shall be incorpor- 
ated. It will also be noted that date and time and name of 
party addressed are specifically required. 

The process inspector retains copy of his Memorandum 
Order in Memorandum Order book, registers in this such 
additional references as he may require, and when book is 
completed turns same in to Production Department for 
analysis and summaries of defective causes. 

The party addressed in Memorandum Order, after neces- 
sary action has been taken, makes notations thereon and 



147 

returns to originator or process inspector in this case. 
Process inspector takes note of same and turns in to Pro- 
duction Department for its records. 

Process inspectors shall register all molds found defec- 
tive, or partially defective, on Workers' Job and Time Re- 
ports located on dispatch boards and holders. When defec- 
tive molds are deducted from the amounts made, we have 
quantity made good. 

330 Cleaning and Finishing. 

Process inspection of cleaning and finishing operations 
shall consist of periodic inspection of operations of cutting 
off gates, grinding, sand blasting, rumbling, chipping, 
straightening, punching, pickling and so on. Since definite 
production quantities are not at present maintained against 
these specific operations, this inspection shall not register 
quantities defective against specific operations, but shall 
only be supervisory of the manner of doing operations. 

When, however, during cleaning and finishing operations, 
any quantity of castings are discovered which are defective, 
and such defectives have originated either before or during 
cleaning and finishing operations, then a Final Inspection 
Eeport is anticipated and made out. These castings, re- 
ported as defective, will be separated out and passed 
through final inspection, so that such anticipated Final 
Inspection Report may be properly authorized. 

We should not forget that the function of process inspec- 
tion is to hold up and remedy things being done wrong, so 
that the progress of production will not suffer. It is aimed 
to eliminate further effort on product already defective and 
incapable of being sold as finished product. 

331 Final Inspection. 

Final inspection takes place after all manufacturing- 
operations have been completed. It is inspection of that 
product which has not been taken out of process during 
process inspection. Final inspection takes place just pre- 
liminary to shipment or passing to product stores. 

Final Inspection Reports are made out during process of 
final inspection. It will be noted that each Final Inspection 



148 

Eeport has space for incorporation of inspection results on 
five different articles. Individual reports should not list 
castings belonging to more than one customer. This feature 
is for convenience in transferring reports of inspection to 
Progress and Follow-up Eecords. 

Eeports of inspection should be made complete for each 
batch of castings, so that operation of reporting shall be 
continuous and up to the minute. It is not desired that 
reports of castings inspected be held up for any reason. 

Operation of making Inspection Eeports shall embrace 
following preliminaries : 

1 Date of Inspection. 

2 Approximate Time of Inspection. 

3 Customer's Fame. 

4 Inspector's Number. 

In addition, relative to a maximum of five different cast- 
ings on each report of a given customer, these matters shall 
be listed: 

1 Pattern Numbers. 

2 Quantities Inspected. 

3 Quantities Good. 

4 Holders' Numbers. 

5 Quantities Defective. 

6 Analysis of Eeasons for Defects, stated by means of 
Defective Symbol Code. 

Such Inspection Eeports as are finished are first certified 
by chief inspector to see that requisite standards have been 
carried out in making them up ; that is, before sending them 
on to Production Department, inspection work accomplished 
during each day shall be completely reported by quitting 
time. Nothing shall be left over for next day. 

Final Inspection Eeports are at times used as basis of 
scheduling preference in shipments, particularly when Ship- 
ping Department is unable to handle current day's incoming 
castings. Also, they are helpful in locating and inspect- 
ing together castings which should be shipped out at the 
same time. Further, much time is saved inspector and 
greater legibility is given to reports when identifying names 



149 

and pattern numbers are anticipated and written down be- 
fore inspections are made. It is very evident that Produc- 
tion Department knows what current day's final inspections 
shall be, and it is for this reason that final inspection work 
is anticipated. The following matter, in such instances, is 
written out on Final Inspection Reports, the final inspector 
only listing counts and reasons for defectives : 

1 The Given Date. 

2 Customer's Name. 

3 Pattern Numbers. 

4 Holders' Numbers. 

The accumulation of current results from process and 
final inspections shall be handled as follows : 

1 The quantity of good molds and corresponding 
numbers of castings shall in each instance be registered, 
from Workers' Job and Time Reports, on Progress and 
Follow-up Record under ' ' Molds and Castings Made. ' ' 

2 The numerical losses in castings, as evidenced by 
defective molds reported during process inspection, shall 
be registered (in black) under "Molds and Castings 
Made" and shall be indexed by a letter (P). 

3 The numerical losses in castings, as given from 
Final Inspection Reports, shall be registered (in red) 
under "Molds and Castings Made" and shall be indexed 
by a letter (F). 

4 Accomplishments in "Cores Made" are not ac- 
cumulated on Progress and Follow-up Record, but are 
gauged against corresponding Workers' Job and Time 
Reports, giving molding schedules. On each Workers' 
Job and Time Report, scheduled ahead, the quantities of 
cores actually made and necessary to take care of that 
production, with allowances for possible breakages, are 
registered. In this manner you insure that cores are on 
hand before molding is started. The counts of defectives 
in cores registered on Workers' Job and Time Reports 
are not transferred to other records. They are simply 
used as a means of criticism of the workers' daily ac- 
complishments. 



150 

Quantities of castings are rejected and returned by cus- 
tomer even after such castings have passed final inspection. 
It is necessary that counts and weights be taken of castings 
returned, and that a record be kept of such returns. This 
is handled by registering (in red) under '^Actual Deliv- 
eries'^ quantities and weights returned and making corre- 
sponding deductions from accumulated totals of counts and 
weights. 

Source of information on returned castings comes from 
Miscellaneous Eeceiving Eeport, made out on receipt and 
checking by receiving clerk. 

332 As will be seen, this discussion as regards the prod- 
uct has taken us through, from receipt of order, to analysis, 
scheduling, progress and inspection. In doing this, we 
have duly considered the following laws of Graphic Produc- 
tion Control: 

2 Scope of Control. 

3 Draw vs. Push. 

4 Eequirements. 

6 Importance and Availability. 

7 Operations. 

11 Starting Operations. 

12 Succeeding Operations. 

13 Lots. 



151 



Chapter XIII 
THE MECHANISM OF MATERIAL CONTROL 

333 It is the writer's firm conviction that one of the 
ra.ost important steps in efficiently controlling production, 
is the proper control of material. Material mnst be pur- 
chased, received, stored, issued and moved before it can be 
used. Sometimes it is necessary to go back days, and often 
weeks and months, from the time material is wanted, in the 
process of ordering material, in order to be ready for the 
delivery of finished goods. In one case coming under the 
writer's notice, certain parts should have been ordered six 
months before they were ordered, that completion might be 
as per schedule. In another case it was found, in manu- 
facturing a machine, that work on the smallest part, as 
against that on the largest part, varied as 180 to 1. Im- 
agine, if you will, starting both of these parts at the same 
time! 

334 In other words, given equipment on which to work, 
having labor in readiness, and knowing what operations to 
perform, nothing can be done without material on which to 
work, the moral of which i^—get the material and control 
it, as the first step in controlling production efficiency. 

335 The Control Department, through the Production 
Division, has received orders to manufacture and con- 
verted them into production orders; worked up a manu- 
facturing schedule; specified flow of parts and operations 
according to importance and sequence ; standardized or es- 
timated operation times, and is now in a position, through 
the Material Division, to control intelligently the purchase 
and movement of material, which brings up the matter of 
purchases and stores. 

336 It is not the intention of this chapter to go into de- 



152 

tails as to the organization of a Purchasing Department or 
a Stores Department. An idea of the functions of both is 
however, in order and is set forth as follows : 

1 In purchasing, the following should be considered : 

A Demand for the particular article. 
Saving by purchasing in quantity. 
Amount of money tied up in stock. 
Time required to get and use. 
Possibility of change in the design depreciating 



B 
C 
D 
E 



the value of the article. 



GRAPHIC SCHEDULE OF PURCH 


A.5E5 


OR. NO, 


PUR. 
OR.MO. 


PCS. 


MA.TFR1A.1 SCHEDULE PA.TES, MONTH OP JULY 


' PL^CE VENDOR'S NAME ONSCHED.LlNt 






zm 


14-dlO 


100 










1 11 




" 


»» 


100 


,j_^^^_. ____.-,, Ill L._...l. I 




= = ""== ="=^===tTT- f -f 


* . ^ 


?♦ 


»' 


too 


1 II II 












" 


•♦ 


100 












" " "T ■ " " 


- 


. „ 


400 










' i \ 1 III 




•»» 


»» 


100 














'♦ 


»» 


100 














99 


»» 


400 










_ —: 1 


1 i 11 


>» 


'» 


200 














»» 


♦» 


100 




























































































: : note:- This Considers-fhe Ele^enih 














— graphic Production (.onrroi (^fami 


ng Opera- _ 












■ - chase is Second li-em and Least In 






iporranT 








: : /s Tznfh lizm. The above leads to 






















. 






























::::-=^-===:;;::;;::=::=::3 



Figure 25. Graphic Schedule of Purchases 



2 Eequisitions should be approved by some respon- 
sible head before being sent to Purchasing Department. 

3 Purchasing Department should maintain an up-to- 
date list of quotations received and prices paid for mate- 
rial. 

4 No order should be placed until previous price has 
been looked up. 



153 

5 No invoices should be sent into the plant. Receiv- 
ing reports from departments (through Receiving De- 
partment) should be checked against the invoices. 

6 Shippers should l)e made to mark plainly all con- 
signments with order number. 

7 The Purchasing Department should keep after all 
material ordered from advices received from the Control 
Department. 

8 The Purchasing Department should maintain a 
record of spoiled and defective material received, and 
arrange for its return by giving proper notice to the 
Shipping Department, charging it back upon shipment. 



GRAPHIC FOLLOW UP OF PURCHASES | 


BILL n/!TERlflL-B 
REC(UI5lTtON'€i 


ORDERED -0 
WJJNTED-W 


M/1Y EXPECT -E 
PROMISED - P 


SHIPPER ' 5 TRMER 5EHT - T 
RECEIVED - R RN5WER TO TRACER ->7 




ORDER 
NO. 


PIECES 


ITEM 


MATERIAL 


DATES FOR MONTH OF | 


1 


Z 


3 


4 


5 


^ 


T 


6 


9 


10 


11 


\z 


13 


14 


15 


16 


17 


16 


19 


20 


21 


u 


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Figure 26. Graphic Follow-up of Purchases 



9 No material should be issued except on requisition. 
10 The Purchasing Department should keep careful 
records as to shortages and see to it that credit is forth- 
coming or the amount short shipped and received. 

337 As a basis for determining delivery times wanted, 
the Control Department should work up the following data, 
going back from delivery wanted time (Draw ^'5. Push), 
giving consideration to the following : 

A Time to process up to delivery to assembly floor. 

B Time in handling after receipt. 

C Time en-route. 

I) Time to place order. 

Fj Time to determine vendor. 

F Time to get prices. 



154 

— the sum of which would give the total elapsed time to 
get materials. 

338 From these data the Control Department should 
give the Purchasing Department a schedule of purchases 



Purchase Schedule Tracer 



To 



FOUNDBY DEPT. 
PURCHASING DEPT. 



Date. 



According to our Schedule of Purchases, your Order No.. 
Dated ^ For 





Will be due 


Date 




Will be needed an or 


davs 




sooner than anticipated. 










behind schedule. 


Kindly advise us regarding the above. 

CONTROL DEPT. 

Per 



Date. 



TO CONTROL DEPT. 

You can expect shipment oi above according ^o latest advice 
on d ate. Reason for" delayj 



Figure 27. A Purchase Tracer 



showing dates purchasing should start and dates material 
should arrive. See Figure 25, for a suggested form of 
schedule. As can be seen, the same kind of a schedule can 
be given to the tool room covering the making of jigs and 
fixtures, and to the pattern shop, covering the making of 
patterns. To establish a proper follow-up of purchased 



155 

items, a card or sheet record should be maintained (Figure 
26), from which a purchase tracer (Figure 27) could be 
made out and sent to the Purchasing Department to en- 
able the latter also to keep in touch with the progress of an 
order. 

339 Many will say that it is a mistake to take tlie func- 
tion of following up purchases away from the Purchasing 
Department. My argument is that the Purchasing Depart- 
ment has the same right to purchase and follow up its own 
purchases as the Manufacturing Department has to make 
and inspect its own product. If the latter is good practice, 
I have no quarrel with the one who would advocate letting 
the Purchasing Department follow up its purchases. It is 
not up to the Control Department to say what particular 
make of material to buy, nor what price should be paid, nor 
what concern it should be purchased from. It is an en- 
gineering function to specify the kind of material wanted. 
The purchasing function is to get the kind and exact quality 
of material specified, at the best possible price. It is the 
function of the Control Department, responsible for getting 
out production on time and at or near standard costs, to say 
when, and then follow up the purchase. On this basis we 
have a proper distribution of responsibility. We have a 
parallel in the case of actual manufacture, wherein the en- 
gineering function specifies what should be made, the manu- 
facturing makes, and a disinterested third party, the 
inspection function, not a part of either and therefore not 
likely to cover the mistakes of both, steps in and deter- 
mines the good and the bad. 

340 The Purchasing Department should be in possession 
of advance knowledge of material conditions. It is not 
enough for the Stores Department simply to advise the Pur- 
chasing Department that certain materials are running low, 
or to send requisitions for purchasing parts to replace de- 
pleted stock. The real function of a purchasing division is 
to purchase in the best markets, at the best times, and to 
do this it must know the trend of the material situation, 
where too much or too little stock exists, and must know 
this in advance so as to anticipate what will happen, and 
therefore be in a position to meet salesmen coming in, and 



156 



PIECE NO. 


PIECES PARTS USED ON W- 1000. ONLY (CONT 
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nued) 

00 1600 


1800 


20 


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Figure 28. Purchasing Department Record of 
Condition of Material 



157 



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IN WEIGHT EACH 

size raw mati 

sizes'made fro 

RECEIVBU 


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TIME REQUIRED 

BBOUIRB 



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03 
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158 

take advantage of any changes in market conditions that 
may occur. 

341 To this end it is a good plan to place in the office of 
the Purchasing Department, a graphic picture of the condi- 
tion of important materials, this to be kept corrected by the 
Stores Department. The chart of Figure 28 furnishes such 
a picture in concise form. The vertical lines show require- 
ments to take care of orders on hand, these being moved to 
the right or left as conditions change and the requirements 
increase or decrease. The horizontal lines indicate whether 
items are ahead or behind the requirements. The buttons 
to the right indicate that there is more material on hand 



K3 


















AISLE 


MAX. 


DESCRIPTION ^ ' '^^^ ^^^ ' '"^^'- ^^^^ 


BIN 


MIN. 


ORDERED 


RECEIVED 


ISSUED 1 


RESERVED | 


DATE 


REQNC 


ORDERNC 


QUANTlTf 


DATE 


ORDER NO 


ClUANTIT~r 


DATE 


ORDER NC 


qUANTITT 


BALANCE 


DATE 


ORDER NC QUANTITY 


• 






















































































































































































































































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Figure 30. Form of Perpetual Inventory Record 



than is necessary, while the ones to the left indicate short- 
ages and thus show where attention must be given. 

342 In the Stores Department there must be complete 
information regarding the condition of materials, and, to 
furnish an idea of the best method of keeping track of ma- 
terials, the tops of two inventory records are shown in Fig- 
ures 29 and 30. 

343 The superior advantage of the form of inventory 
record shown at Figure 29, over that shown at Figure 30, is 
that instead of calculating the balance at every entry to the 
stock sheets, the figures are added in whatever column 
posted, at each entry, the result being at all times cumula- 
tive. At any time balances may be determined at one calcu- 
lation, the value of which will be appreciated by those in 
charge of recording materials received and issued. In addi- 
tion, perhaps the greatest aid is that reference at any time 
will show the up-to-date use or consumption of material, 
amount of material received and amount of material or- 



159 

dered, all of which is valuable from the standpoint of pur- 
chasing requirements. In cases, however, where the policy 
is one of calculating balances at each entry, Figure 30 is 
offered as a suggestion. 
344 In Figure 31 is illustrated a method of keeping a 



k 



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Noie:- 

Uni-ts can be 
Pieces, Dozens, 
Hours or fvL/nds. 






Jpfaf Number of Unifs^ 

from Which Mafzrial -zan be used . 



Figure 31. Graphic Material Inventory 

graphic inventory of material on the same strips as used 
in planning on the control boards; in fact, this material 
inventory can be used on control boards if desired. The 
plan described not only furnishes the inventory balance, but 
it also gives the amount on order, the amount delivered to 
stock, and the amount drawn from stock, as indicated by— 



«1« JOM I 10 

Requisition for Material 

Which is in Stock Date . 










OUAHTin 


SIZE or 
NUMBER 


OESCRIPTIOK 


WEIGHT 


5) 


PRICE 


AMOUNT 1 
































































































Charge 


_._ For _ --_ 


Filled fr 


om. 


„_ FUIedby 


Ent. Sto 


ck Book 


by — Exfd by Dist. by. 


. Chd'H hv 






Signed _ 











Figure 32. Eequisition for Material 



160 

A Amount on order indicated by the length of the 
white space on horizontal scale. 

B Amount completed and delivered to stock, in green. 

C Amount used out of stock, in black. 

D Quantity of total units as shown by the length of 
strip. 

345 The units can be pieces, dozens, hours, tons, pounds 
or any other unit desired. The plan can be used in manu- 
facturing, in purchasing or in sales work. 

346 To requisition material from stores, refer to Figure 
32. The same form, of a ditferent color and with the in- 
formation called for reversed, can be used for returning 
excess or unused material to stores. Figure 33 is a sug- 
gested form of requisition to go with the introduction of 
electric tabulating machines. The same card, of different 
color and with the information called for reversed, can be 
used for materials returned. 

347 The form of Figure 34 is an Identification and Move 
Eecord showing routing and is self-explanatory. 

348 No argument will be made covering the advisability 
of using these records, as they are generally accepted as 
standard practice in industry and used by all well organized 
plants ; in fact, no efficient manufacturing is possible with- 
out them. 

349 Stores Department. The following brief outline of 
the functions of the Stores Department will furnish an excel- 
lent idea regarding its importance in controlling material : 

1 To know what is needed for most efficient manu- 
facturing. 

2 To know where parts are. 

3 To have material on hand in proper quantities when 
it is wanted. 

4 To replenish it automatically when it is running low. 

5 To prevent tying up too much money in large quan- 
tities. 

6 To know the amount required for economic running 
of jobs. 

7 To maintain a correct balance at all times. 



161 



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162 

8 To know that material drawn from stores is charged 
to some order or account. 

9 To keep track of material reserved for orders. 
10 To issue nothing except on written requisition. 



K8 

IDENTIFICATION AND MOVE CARD 


ORDER NO 


ORDER DATE 


FINISH DATE 


QUANTITY 


DESCRIPTIVE NAME OF PART 


PART HO. 


QUANTITY 


RAW MATERIAL DESCRIPTION 


UNIT 
PRICE 


VALUE 






























































OPERATION 
NO. 


OPERATION AND TRUCKING DIRECTIONS 


NO. FINISHED 
GOOD 


INSPEC- 
TED 




























































(Over) 






KEEP THIS CARD WITH WORK UNTIL IT IS COMPLETELY 
FINISHED JHEN SEND IT fh MEDIATELY TO PLANNING DEPT 



Figure 34. Move Order and Identification Card 



350 To furnish a more complete idea of purchase and 
stores procedure, in connection with their relation to ma- 
terial control, the following instructions, covering an actual 
installation, are offered merely as a guide. The sections 
covered are— 



163 

Purchase order. 

Eeceiving materials and supplies. 

Stores records. 

Eequisitioning materials and supplies. 

Issuing materials and supplies. 

Transferring material. 

351 PUKCHASE OrDEK. 

Purpose of Method: To convey information to vendors of 
the quantity, description, price, terms, routing and delivery 
of material requisitioned, and to give Stores Department a 
record that material requisitioned has been ordered, to- 
gether with the price; to give the Eeceiving Department 
advance information on the shipment ; to give the maker of 
the requisition information that the material required has 
been ordered and to give the Accounting and Cost Depart- 
ments a record of material purchased, together with the 
price. 

352 Method Haitdled by— 

1 Purchasing Department. 

2 Stores Department. 

3 Eeceiving Department. 

4 Accounting Department. 

353 Pkoceduee in- Handling : 

a On receipt of Purchase Eequisition for material, 
purchasing agent shall send out inquiries for prices on 
material covered by said requisition, except in cases where 
we are covered by contract on materials required. 

h On material or supplies required for urgent use 
Memorandum Order shall be used, to be followed by regu- 
lar Purchase Order on receipt of unit price from vendor. 

c On receipt of information, quoting prices from ven- 
dors, original Purchase Order shall be made out and sent 
to vendor whose prices and delivery meet requirements, 
with order number, requisition number, quantity, descrip- 
tion of goods, price and terms noted thereon. On receipt 
of said order, vendor shall return acknowledgment of 
order, with order number, date, date of shipment and sig- 
nature of vendor, to us. 



164 

d One copy of the Purchase Order shall be kept on file 
in Purchasing Department and shall be filed in the follow- 
ing manner : Supplies, such as pipe fittings, etc., according 
to subject, and direct material entering into our own 
product according to blueprint number. Shipments 
against orders shall be applied on the back of the Pur- 
chasing Department's copy, and when the ord^r is com- 
pleted said copy shall be transferred from Current Order 
files to Filled Order files. 

e Orders covering direct material entering into our 
own product shall be made out, one item on an order. 

/ The Purchase Order is made out in five copies. The 
original, containing the above information, is sent to the 
vendor. The second copy, with price omitted, is sent to 
the Eeceiving Department, where it is kept on a board file 
until the material is received, and then filed away. The 
third copy is sent to the Stores Department to be noted 
on Stores Eecord, and is then filed. The fourth copy is 
retained in the Purchasing Department. The fifth copy 
is sent to the Accounting Department to be used in check- 
ing price on order against price on voucher when the ma- 
terial is billed. This copy to be retained in Accounting 
Department for Cost Eecords. 

354 Eeceivixg or Matekial aitd Supplies. 

Purpose of Method: To provide a means of recording the 
receipt of materials and supplies both from the shop into 
stores and from outside vendors, whether these latter go 
into stores or not, 

355 Method Handled by — 

1 Eeceiving Department. 

2 Storekeepers. 

3 Stores Office. 

356 Peoceduke in Handling : 

1 Materials received in stores from the shop. 

a No material shall be delivered from the shop to 
stores without being accompanied by a Department 
Transfer card showing the quantity, part name and 
part number. 



165 

b Each storekeeper shall send a Daily Report of 
Materials Received in his storehouse, in triplicate, to 
the supervisor of stores. 

c The supervisor of stores shall send one copy to 
the Control Department, where it shall be used in main- 
taining the Material Control sheets, one copy to the 
Purchasing Department, and retain one copy in the 
Stores Office to post to the Inventory cards. 

2 Materials and supplies received from outside 
vendors. 

a Whenever a Purchase Order is placed, one copy 
shall be sent to the supervisor of stores, who shall mark 
thereon where the materials are to be delivered when 
received and forward the Purchase Order to the re- 
ceiving clerk. 

h When the goods are received the receiving clerk 
shall check them against the Purchase Order and make 
out a Receiving Report, in five copies, for each con- 
signment. Copies shall be sent to the Purchasing De- 
partment, inspector, supervisor of stores, the person 
ordering or the storehouse to which the goods are to 
be delivered, and one copy retained in the receiving 
room. 

c Each day the receiving clerk shall make out a 
Record of Materials Received, in duplicate, showing 
each consignment received, with the road received on, 
shipper's name, number of packages, contents, and a 
note under '^Remarks'' as to the condition when re- 
ceived. These sheets shall be numbered serially, dated, 
the duplicate filed and the original forwarded to the 
Traffic Department to be checked against the freight 
bills and any claims entered. 

d The receiving clerk shall forward all goods with 
the inspector's copy of the Receiving Report to the 
inspection room and thence to the proper storehouse. 
Exceptions to this rule are castings and other materials 
which, due to their nature and lack of space in the in- 
spection room, must be inspected where they are un- 
loaded. 



166 

e Each storekeeper shall make out a Daily Eeport 
of Materials Eeceived, in three copies, and send them 
to the supervisor of stores, who shall handle them as 
outlined in paragraph 1 c above. 

/ The storekeeper of the casting house shall, in ad- 
dition, send a Eeport of Castings Eeceived, in four 
copies, to the supervisor of stores, covering each con- 
signment. Three of these copies shall be handled the 
same as the Daily Eeport of Materials Eeceived and 
the fourth copy forwarded to the receiving clerk. This 
report shall show the consignor, purchase order num- 
ber, car number, and the quantity, weight, drawing 
number or size, kind of material, name of part, and 
location of material. 

g From his copy of the Eeport of Castings Ee- 
ceived, the receiving clerk shall make out a Eeceiving 
Eeport in the same manner as described in paragraph 
2 b above. 

Ji When the Invoice is sent to him for approval the 
supervisor of stores shall enter the voucher number on 
his copy of the Eeceiving Eeport and put the Eeceiving 
Eeport number on the Invoice as a cross-reference. 

357 Stokes Eecoeds. 

Purpose of Method: To provide a means of maintain- 
ing a perpetual record of receipts and disbursements of 
all materials, as well as rejections of raw materials, due 
to defects. Further, to show materials available on un- 
filled orders, as well as prices paid. 

358 Method Handled by— Stores Department. 

359 Peoceduee in Handling: 

1 A Stores Eecord card shall be kept in the Stores 
Office for each article that is carried in stores. 

2 Each card shall show the blueprint number, the 
name, the size if kept by dimension, the weight, the low 
limit of balance on hand, the quantity to order, the 
models upon which part is used, the pieces used per job, 
the storehouse number, the floor, the section and the bin 



167 

number, as well as any remarks which might be necessary 
to make the information more complete. 

3 Upon receipt of the copy of the Purchase Order, a 
notation shall be made in the upper left-hand corner of 
the card, showing date of the order, order number, quan- 
tity specified by the order, as well as the unit price. 

4 The quantity ordered shall also be added to the 
amount as shown in the ^'Balance Available'' column. 

5 Each day the storekeeper shall send a report of 
materials received. These reports shall be entered upon 
the Stores Record cards in the following manner; The 
date shall be shown in the date column, the number of 
pieces received shall be entered in the Quantity Received 
column, this amount shall be added to the balance in 
stores, as shown by the Balance in Stores column, the bal- 
ance available shall be brought down but the figures will 
remain the same. 

6 Each day the storekeeper shall send a report of 
incoming materials rejected. These reports shall be en- 
tered upon the Stores Record cards in the following man- 
ner : The date shall be shown under the date column, the 
number of pieces rejected shall be entered in the column 
headed Quantity Rejected, the balance in stores will not 
be affected but should be brought down one line. The 
pieces rejected must be deducted from the amount as 
shown in the Balance Available column and the re- 
mainder brought down to the line below. 

7 Each day the storekeeper shall furnish a report of 
all materials disbursed. These reports shall be entered 
upon the Stores Record cards in the following manner: 
The date shall be noted in the date column, the number of 
pieces delivered shall be entered in the column headed 
Quantity Disbursed, this amount shall be deducted from 
the balance in stores and the remainder brought down. 
The quantity disbursed shall also be deducted from the 
balance available and the remainder shall be brought 
down one line. 

8 Wlienever the disbursement records are entered 
up, the clerk shall enter the unit price on the Report of 
Materials Issued sheet. 



168 

• 

9 To determine the price of materials issued when 
there are two or three orders available, the clerk is to 
proceed as follows : Subtract the last order from the bal- 
ance available and the difference is the number of pieces 
still available at the preceding price. If this difference 
is less than the number of pieces recorded on the Mate- 
rials Issued Eeport, only part are available at the pre- 
ceding price. If the last order recorded in the upper 
left-hand corner is greater than the balance available, all 
materials available are at the last price shown. As dis- 
bursements exceed the quantities on order as shown in 
the upper left-hand corner, the exhausted orders shall be 
crossed out. 

10 Each transaction shall use a separate line, and in 
every case the balance in stores and the balance available 
shall be brought down. 

11 All Stores Eecord cards shall be filed first in groups 
by storehouse, then by rough and finished groups in each 
storehouse, then numerically, using the last number of the 
blueprint as the controlling factor. The exceptions to 
these are worms and wheels, bearings and thermoid, 
which shall be filed in separate groups and then numeri- 
cally under these groups, excepting the thermoid, which 
shall be filed by size. 

12 Every three months the balances on hand shall be 
compiled from Stores Eecord cards and a financial inven- 
tory furnished to the General Manager. 

13 The difference at any time between the balance 
available and the balance in stores shows the balance due 
on unfilled orders. 

14 When the quantity as shown in the Balance Avail- 
able column falls to or below the amount as recorded for 
the low limit, a requisition shall be placed, equal to the 
amount as shown opposite ^' Order in lots of." 

15 Considerable care must be taken in setting these 
amounts. The low limit should be set with regard to the 
market condition and the rate of consumption, so that 
when the low limit is reached there will be sufficient in 
stock to satisfy the requirements of the shop until a fresh 
supply can be received. The quantity to order should be 



169 

placed suilicientiy high, so as to make it possible for the 
Purchasing Department to secure a good purchase price, 
but not so high that the amount saved on the purchase will 
be considerably exceeded by the interest and handling 
charge on the investment. 

360 Eequisitioning Materials and Supplies. 

Purpose of Method: To provide a means of obtaining ma- 
terials and supplies, and keeping a proper record of the 
disposition of everything that is used, so that material 
charges and expense items may be distributed properly. 

361 Method Handled by— 

1 Foremen. 

2 Supervisors. 

3 Office Manager. 

4 Purchasing Agent. 

5 General Manager. 

362 Peoceduee in Handling : 

1 Direct materials carried in stores. 

a Whenever materials which go directly into our 
product are needed, the foreman shall make out and 
sign a requisition for direct material only in. duplicate, 
and send both copies to the Control Department. 

h The requisition shall show the dex)artment requisi- 
tion number and a serial number, of which the Control 
Department shall assign a definite block to each produc- 
tion department. In addition, there shall also be shown 
the date, department number, storehouse number, quan- 
tity, name and part number of article and the order 
number on which it is to be used. 

c The Control Department shall consult their Ma- 
terial Control sheets and determine whether the quanti- 
ties ordered are available. Any changes necessary in 
the amounts shall then be made on the requisition, the 
original copy forwarded to the proper storehouse and 
the duplicate returned to the foreman. 

d The Stores Department shall deliver the neces- 
sary materials to the department ordering them. 



170 

2 Indirect materials and supplies carried in stores. 

a For indirect materials and supplies which are car- 
ried in stores, the foreman shall make out and sign, in 
single copy, a requisition for indirect materials only. 

h This requisition shall show the date, department 
number, storehouse number, and the S-order number if 
the material is to be used on a construction order, as 
well as the quantity and description of materials 
desired. 

c The materials shall be delivered by the store- 
keeper to the bearer of the requisition. 

3 Indirect materials and supplies not carried in stores. 
a For materials, such as lumber, crushed stone, tool 

steel, etc., which are not carried in stores, a requisition 
for indirect materials only shall be made out and signed 
by the foreman under whose control the material is, 
every time any of it is issued. 

h The requisition shall show the date, department 
in which it is to be used, the S-order number if it is to 
apply on a construction order, and the quantity and 
description of the material. 

c All such requisitions shall be forwarded daily to 
the supervisor of materials. Here they shall be copied 
to a Daily Eeport of Materials Issued, showing the 
date, order number, name of part, quantity, price and 
amount, and this shall be forwarded to the Cost De- 
partment. 

4 Office supplies, stationery, etc. 

a Office supplies, stationery, etc., shall be under the 
supervision of the office manager, and inventory of 
materials of this nature shall be handled by a person 
delegated by him rather than by the Stores Department. 

h A requisition for indirect materials only shall be 
made out and signed by the foreman or head of a de- 
partment for all such materials, showing the date, 
department number, and quantity and amount of ma- 
terial desired. 

c The materials shall be delivered to the bearer of 
the requisition. 



171 

5 Materials to be purchased for stores. 

a When materials and supplies carried in stores 
become depleted to a certain minimum, the supervisor 
of materials shall make out a requisition on the pur- 
chasing- agent, in duplicate, showing the date, depart- 
ment ordering, where to deliver, materials, delivery 
date wanted, and quantity and description of materials. 

h The supervisor of materials shall then apply a 
requisition number, approve it and send the original 
copy to the purchasing agent, and then file the dupli- 
cate by requisition number. 

c The purchasing agent shall obtain the authoriza- 
tion of the general manager, if necessary, and then sign 
it himself and have the necessary Purchase Order made 
out. The Purchase Order numbers shall be entered on 
the requisition and it shall then be filed by requisition 
numbers until goods are received, when it shall be 
destroyed. 

6 Materials to be purchased for departments other 
than stores. 

a For any materials, not carried in stores, which it 
is necessary to purchase, a requisition on the purchas- 
ing agent shall be made out in triplicate by the super- 
visor of production or supervisor of maintenance, as 
the case may be, or by the office manager if for office 
equipment and supplies. 

h The requisitions shall show the date, department 
number, where to deliver material, delivery date 
wanted, department requisition number, quantity and 
description of material and the charge symbol if it is 
to be used on a particular order. 

c The originator shall sign all three copies, retain 
the triplicate as a follow-up, and forward the other two 
copies to the supervisor of materials. 

d The supervisor of materials shall apply a requisi- 
tion number, sign both copies, and forward the original 
copy to the purchasing agent, retaining the duplicate 
copy filed by requisition number. 

e The purchasing agent shall then obtain the au- 



172 

thorization of tlie general manager, sign tlie requisition 
himself and have the necessary Purchase Order made 
out. The Purchase Order number shall be entered on 
the requisition and it shall then be filed by requisition 
number until the arrival of the goods, when it shall be 
destroyed. 

363 Issuing or Mateeials ai^d Supplies fkom Stokes. 
Purpose of Method: To provide a means of keeping a 

record of the issuing of all materials and supplies. 

364 Method Handled by — 

1 Storekeepers. 

2 Supervisor of Stores. 

365 Peocedure in Handling: 

1 No materials or supplies shall be issued to any one 
except in exchange for a proper requisition duly ap- 
proved by the foreman of the department. 

2 A requisition for direct materials shall be used for 
materials which go into the making of this company's 
products. A requisition for indirect materials shall be 
used for all other materials and supplies. 

3 For materials and supplies, such as lumber, crushed 
stone, tool steel, etc., which are kept in sub-stores not 
under the direct supervision of the Stores Department, 
the foreman in charge shall receive a requisition for in- 
direct materials for every issue made, and these requisi- 
tions shall be forwarded daily to the supervisor of stores. 

4 From the requisitions which each storekeeper re- 
ceives daily he shall make out a Daily Eeport of Mate- 
rials Issued, as described below, and file the requisitions 
for a month, when they shall be destroyed. 

5 Daily Eeport of Materials Issued. 

a Each storekeeper shall make out a Daily Eeport 
of Materials Issued, in four copies, showing the date, 
storeroom number, the balances on hand, order num- 
bers, part names or sizes, departments issued to and 
number of pieces issued, and shall forward all four 
copies to the supervisor of stores. 



173 

h Separate reports shall be made out for direct and 
indirect materials. 

c The supervisor of stores shall send one copy to 
the Control Department, to use in maintaining the Mate- 
rial Control sheets, and one copy to the Purchasing De- 
.partment, and shall retain the other two copies in the 
Stores Office. 

d From one of these copies entries shall be made 
to the Storehouse Inventory cards. Both copies shall 
then be priced and one of them forwarded to the Cost 
Department. The other copy shall be filed in the 
Stores Office for a month and then destroyed. 

e Eequisitions for materials carried in sub-stores, 
but not under Stores control, which are forwarded 
daily to the supervisor of stores, shall be copied to a 
Daily Report of Materials Issued, showing the date, 
order number or charge on which used, quantity and 
name of material. This shall be made out in dupli- 
cate, priced, and one copy retained in the Stores Office 
and the other copy forwarded to the Cost Department. 

366 Transfeeeing Mateeial. 

Purpose of Method: To furnish a means of identifying all 
material sent from one department to another, and to pro- 
vide a receipt and record of its delivery. 

367 Method Handled by — 

1 Foremen. 

2 Time Clerks. 

3 Planning Department. 

368 Peoceduee in Handling: 

1 A Department Transfer card shall be made out and 
attached to each lot of material which is moved from one 
department to another. 

2 The Transfer card shall be made out by the fore- 
man, or, at his discretion, by any duly authorized person 
in his department, but it must be signed by the foreman 
himself or, in a large department, by a recognized sub- 
foreman. 



174 

3 Both halves of the card shall show the department 
to which material is delivered, order number and item 
number on which it applies, piece number, amount, 
date, inspector's "O.K/' and foreman's signature. The 




-puRcmseo^^ ^'i'n shipment 

MATERIAL POa 

SHIPMENT. 



,^^ ^ PROPEH DISTRIBUTION 

ItafL RECEIVED \ANDSrORA6EIH5TORA6t 
TFROHVENDOR V'DEPhRTMEHTS ORTO''- 
' PLACE OE USE 



VENDORS 
NOTICE 

^imm TO ACC0UHTIN6 DEPARTMENT 
F0RPOSVN6 T0ACC0UimAI10Pi>.YMENr 



Figure 35. Purchase Order Handling Procedure 



spaces for customer and special number are unnecessary 
and should be eliminated. 

4 The detachable half shall be given to the time clerk 
of the department sending the material, who shall make 
entry of the amount delivered in the proper Shop Order. 
He shall then send it to the Control Department, where 
note shall be made of the movement on the Material Con- 
trol sheets. It shall be held in the Control Department 
for two weeks and then destroyed. 

5 The stub shall be attached to the material, and, 
upon arrival in the proper department, shall be given 



175 

to the time clerk of that department, who shall enter 
the amount received on his copy of the Shop Order. 
The stub shall then he destroyed. 

369 To portray graphically the routine of the purchas- 
ing and stores handling, Figure 35, covering Purchase 
Order handling, is offered as a means of getting instruc- 
tions before responsible department heads and executives 
in concise form. 



176 



Chapter XIV 

COORDINATINa THE MATERIAL 
CONTROL FACTORS 

370 Control boards for controlling material can be used 
to decided advantage in almost any plant. Condition of 
the material, its flow and balance, can be expressed in such 
units (pieces, pounds, gallons) as make reproduction on 
boards a simple, comprehensive and intensely graphic 
proposition. 

371 Figure 36 illustrates a control board the principle 
of which is slides running in grooves. The part of the in- 
dicator strips which slide into view beyond the center of 
the board (vertical in one case and horizontal in the other) 
represents quantities of material on hand. To avoid eye- 
strain the indicator strips are made successively orange, 
blue and white. Spaces between the strips are painted a 
dull black. One board can cover raw materials, the other 
finished. 

372 Figure 37 illustrates control board covering traffic 
conditions, and will be found an excellent means of follow- 
ing up important shipments. The left half of the board can 
cover inbound freight; the right half, outbound freight. 
The principle of the board is slides on which are pasted 
slips printed to designate a freight car. The illustration 
will be found to be self-explanatory. The question now 
arises— Where can we see, in one place, a coordination of 
these different elements? 

373 Let us analyze the situation to some extent. Prod- 
ucts which are made up of assemblies require some coor- 
dinating factor in order that individual items required will 
be on hand in proper amounts when the main assembly or 



177 

STib-assemblies are started. In like manner, control and 
follow-up of parts secured from outside require a different 



Figure 36. Material Control Board 

procedure than control of internal manufacturing. In 
building to stock requirements, control of their limits is a 
vital matter in that we must maintain our stocks. 

374 Material controls differ from method controlling 
machines, benches, floors, or other production units, in that 



178 



.5^ 



-> UV-J C2, <o "O- 






III 

O Cs, Ct; 



11. 
Ill 

K- <^ (O 




^1 






W 

m 

o 
« 

o 
O 



CO 



|<--.,ll-->t<-,.V>l 3 



a 



V-h-^ W^^-A 



179 

here we control units, sub-assemblies and assemblies as to 
stock quantities, rather than operations of manufacture; 
that is, as entireties rather than elements of production. 
Eegistrations are made of units, finished or unfinished, as 
to individual orders of purchase or production, and not the 
state of completion by operation as on production control 
boards. 

375 There are several fundamentals to be considered in 
controlling material. We have the completely manufac- 
tured machine; various assemblies and contingent sub- 
assemblies; and individual unit parts related to all of 
above. 

376 We must first consider auxiliaries, such as design, 
development, patterns and tools, related to production. 
Second, we purchase our unit parts in the rough, schedul- 
ing, indicating progress and following up shortages ill pur- 
chasing. Third, we issue requisitions for rough material 
and orders for shop production of unit parts; likewise 
scheduling, indicating progress and following up shortages. 

377 Production orders for parts are finished from time 
to time and, finally, orders for unit parts are completed. 
Then comes the stage where sub-assemblies and assembly 
orders are scheduled and progress is followed up. Finally 
orders for final assembly or erection are placed, scheduled, 
progress is watched and we have the finished product. 

378 All facts as to quantity should be displayed graph- 
ically in handling above controls. Also, we can represent 
time graphically, since our rates for scheduling production 
of finished product usually are uniform over periods of 
time. The time scale varies as scheduled rate of production 
is increased. 

379 We can let one horizontal space on graphic paper 
represent some multiple of one unit of completely finished 
product, or machine. If each space represents one unit of 
product, and manufacturing schedule is ten per day, then 
ten spaces represent a day period. 

380 All units, sub-assemblies and assemblies are con- 
sidered in terms of completely assembled product units; 
that is, a space on graphic paper, representing one com- 
pletely assembled unit of product, may, in turn, indicate 



180 




181 

one, two, three, four or more details, sub-assemblies or as- 
semblies, according to number required in making up a unit 
of finished x)roduct, or one machine. 

381 Material controls are usually arranged on control 
boards, or as charts in book form, according to circum- 
stances or conditions in particular installations. For this 
discussion and to outline some new points in the use of 
graphic methods, we will explain a representative chart or 
book form of material control. We will assume that we are 
covering a plant manufacturing a complicated machine con- 
sisting of about 3000 unit parts. 

382 The size of individual sheets or charts in Material 
Control book illustrated in Figure 38 is 17x22 inches. 
Each sheet gives available space for controlling twenty- 
different items of stock. Horizontal coordinates are di- 
vided by vertical lines such that stock for twenty different 
parts for one hundred complete machines could be kept on 
one page, or any multiple of one hundred machines, pro- 
viding we considered each horizontal space as representing 
more than one unit. The hundred vertical coordinates are 
divided in groups of ten for visualization. 

383 Each one of the twenty spaces for items is titled 
as follows : 

A The Part or Assembly Name. 

B The Part or Assembly Number or Symbol. 

C The Eough Stores Section and Bin Location. 

D The Finished Stores Section and Bin Location. 

E The Best Purchase Lot in Pieces. 

F The Estimated Average Purchase Time in Days. 

G The Best Manufacturing Lot in Pieces. 

H The Estimated Average Manufacturing Time in 
Days. 

I The Number of Parts per Assembled Machine. 

J The Material of the Parts. 

384 At top of each sheet a graphic time scale is used 
to coordinate the time and the production elements, as illus- 
trated in Figure 40, this chapter. 

385 Each of the twenty horizontal spaces arranged for 
items of stock has two light red horizontal lines, the upper 



182 

for keeping stock on material previous to machine opera- 
tions, and the lower for keeping stock on finished parts 
during and after operations of manufacture. These hori- 
zontal lines, as mentioned before, are divided into one hun- 
dred parts by vertical graphic lines which indicate quan- 
tities of machine units, sub-assemblies and assemblies. 

386 On upper side of upper light red horizontal line, con- 
ditions as to raw material purchase orders are registered, 
and on lower side, matters relating to raw material re- 
ceipts. On upper side of lower horizontal line conditions 
of production orders are registered, and on lower side pro- 
duction receipts or clearance from inspection. 

387 You will remember that we stated that there were 
approximately 3000 unit parts in a given machine, or prod- 
uct. Due to duplication of parts, there are only about one 
thousand different kinds of parts, and approximately sixty 
pages are sufficient to cover the product manufactured. 

388 A logically arranged Bill of Material is the basis 
of writing up consecutive assemblies, sub-assemblies and 
unit parts in Material Control Eecords. You must be ex- 
act and have definite knowledge of what you are going to 
make and the various relationships of all parts going into 
the completed machine. 

389 Assemblies, sub-assemblies and unit parts are listed 
in the Bill of Material in the order in which they are re- 
quired in the erection of a complete machine, as well as 
assembling procedure of major and sub-assemblies. Divi- 
sions closely related will evidently be together and governed 
in position by their relative importance to each other in 
manufacturing practice. The standardized nomenclature, 
names or abbreviations should bear the consistency and 
uniformity of a well arranged Bill of Material. Pages, 
groups and items, as given in the Bill of Material, are used 
as the basis of nomenclature in Material Control sheets. 

390 With above preliminary outlining of the several 
elements of Material Control, we can proceed with detailed 
explanations of the method of operation in this instance. 

391 We must know, first of all, the schedule of delivery 
of the completely manufactured product. Whether this is 
one machine per day, two per day, ten per week, or a vary- 



183 

ing schedule, such as four per week for two weeks, five per 
week for two weeks following this, six per week for two 
weeks following this, and so on, we must have some definite 
schedule as our fundamental basis. This schedule may be 
varied at will, but there is a time element connected with it, 
and variations in the direction of increased production must 
be foreseen, and sufficient time must be given to bring about 
the greater volume. 

392 This time element is, again, a variable, depending 
somewhat on conditions in the markets of raw material, the 
reserve machine capacity, difficulties in securing necessary 
increase in number of workmen, and so on. Delay in bring- 
ing up only one of the contingent elements reduces all to the 
slowest element. Thus it is very evident that, in a really 
scientific manipulation, we must first of all have the desired 
schedule of manufacture accurately mapped out for some 
time ahead. 

393 With our schedule of manufacture laid out for some 
advance period, we commence to work back. "With all ma- 
terial, units and assemblies supplied at proper times to final 
erection floor, we must balance our erection capacity with 
schedule of requirements. We have the time to start erec- 
tion of each machine to consider. We must deliver at a pre- 
determined time. We must keep the number of machines 
in erection process down to the lowest possible point. 

394 With a rate of manufacture in erection department 
giving a delivery of approximately one machine per daj^, we 
have machines in erection, testing, and painting process 
approximately ten days, we will say. If we are subsequently 
able to deliver two machines per day with same number of 
machines in process, the time limit is cut in two; the ca- 
pacity has been doubled for the same investment of material 
in process at this point. But, laying aside, for the present, 
the various considerations which may arise with handling 
of this erection procedure, there is a time element of ten 
days to consider in getting product through this final divi- 
sion of manufacture. 

395 We must similarly treat assemblies and sub-assem- 
blies and units, which progress along with their several time 
elements before they are ready for main erection line. Those 



184 

which take longest must be started first. Certain parts 
are in assembling, testing and painting process for at least 
ten days, even with all material ready at proper time for 
this work. Going one step further, the several machine 
operations on an economical manufacturing lot of other 
parts may take fifteen days to process through shops. 
We have, in addition, the fact, that it may take usually thirty 
days to get rough castings for this lot from time of placing 
purchase order. On above basis, we have a total time of 
sixty-five days from placing of purchase order to delivery 
of one of these unit parts in first completed machine. If 
economical manufacturing lot was twenty-five pieces, last 
piece will not be used up in completed product until ninety 
days have elapsed from placing of purchase order. 

396 All of these several points of consideration must be 
taken care of in some way, in connection with every business 
of this nature. We must go through this reasoning process 
with every unit part, and with resulting sub-assemblies and 
assemblies and with completed machine. On how well we 
are able to do it is dependent the amount of capital which 
may be found necessary to tie up in product in manufactur- 
ing process. We must manipulate matters so that every- 
thing is on hand at proper time and in correct amount. 

397 In manipulation of chart, we first register (over the 
top light red line mentioned before) amounts purchased by 
a light blue wa^^y line, the length denoting the number of 
machine units covered by given purchases. Purchase order 
number and date, with delivery required, are indicated 
above this line. As material is received in the rough, a blue 
straight line is drawn over wavy line to extent of receipt, 
the receiving date being indicated under this line. 

398 We finally have material on hand ready for manu- 
facturing processes. A red wavy line is drawn under blue 
rough material line on the lower light red line previously 
mentioned, as parts are ordered in process. Its extent also 
indicates number of machine units covered by given shop 
production order, or quantity of rough units on hand which 
are to be reserved and later used. Shop order number, date 
and delivery date are indicated above this line. As clear- 
ances come in on order, a heavy red straight line, with dates 



185 

of receipts indicated beneath, is drawn over red wavy line. 
We now have finished units on hand ready for assembhng 
processes. 

399 We now place production orders for assemblies. We 
draw a green wavy line to extent of number of machine 
units embraced in order and, at end of this line, at right 
angles, vertically, we draw a light green wavy line across all 
units contingent to assembly. This means that all these 
units are reserved and are to be used in making up this 
work. As is the case with production orders for units, the 
assembly order is cleared by drawing over light green wavy 
lines a heavy green straight line and writing date of clear- 
ance underneath. We may carry this process still further. 

400 The final machine, in its erection procedure, con- 
sists of assembling certain units and assemblies. When 
machine erection order is placed, we draw a light black wavy 
line horizontally where given model of machine is listed; 
that is, at beginning of assemblage of sheets, making up 
complete Material Control charts for given machine. The 
light black wa^^ line also is to be extended vertically and 
across all units and assemblies which are used in machine 
erection. Remaining procedure is as has been explained in 
case of assemblies. 

401 Now, when this material control record is in full 
operation, it is interesting to note various resulting rela- 
tionships. 

A We have amount of rough material on purchase 
order, but undelivered, indicated by light blue wavy lines. 
Extent of these lines as compared with schedule of deliv- 
ery of completed product as arranged at top of individual 
pages of chart, is clearly indicative of how far you have 
gone in making arrangements for material for manufac- 
ture of product. 

B Extent of heavy blue straight line along light blue 
wavy line tells us how much of rough material on pur- 
chase order has been received. 

C Extent of heavy blue straight line beyond red wavy 
and straight lines indicates how much rough material is 
available and has not yet been ordered into manufactur- 
ing process. 



186 

D Extent of light red wavy lines indicates how much 
material is in manufacturing process or has been reserved 
for placing into process. 

E Extent of heavy red straight lines beyond green 
wavy and straight vertical assembly lines indicates how 
many finished units are on hand and available in Finished 
Stores Department. If vertical assembly line is wavy, 
this indicates what material has not yet been delivered for 
Finished Stores Department and, of course, work has not 
yet commenced on assembly order. However, wavy line 
indicates that material is held in reserve in Finished 
Stores Department for this assembly order. 

F Extent of finished assembly units is indicated by 
heavy green horizontal straight line and heavy green ver- 
tical straight line, crossing units making up assembly. 
The extent of these lines beyond vertical black machine as- 
sembly lines shows number of assemblies on hand in Fin- 
ished Stores Department. 

402 It may be questioned at this point as to how 
scrapped, rejected and defective units are handled on 
Material Control chart. Also, there may be some difficulty 
in seeing what is necessary manipulation in order to take 
care of those parts which may be sent out as repairs. As 
chart has been explained, it is evident that our lines of daily 
manufacturing progress all go forward in machine units; 
that there is no provision made for one point getting ahead 
of another. We cannot take out a part for repairs without 
replacing it, for our scheme of scheduling and indicating 
attainments, graphically, carries no such provision. 

403 We must consider scrapped, rejected, and repair 
units, sub-assemblies and assemblies as extras. They are 
places which must be repeated ; therefore, the following very 
convenient and instructive method of procedure is used : 

404 When a part supplied by an outside vendor is found 
faulty it is rejected. ^^Eejected'' is used in the sense that 
vendor must make replacement. We use blue pencil to reg- 
ister this same fact on Material Control chart. 

405 When rejection is made on receipt of purchase order, 
we draw, commencing at end of given purchase order line 



187 

(light wavy blue), from right toward left and in space above 
given purchase line, a wavy blue line to extent of rejection 
in machine units. We also write the date above this wavy 
blue line indicating rejection. When, however, rejection is 
made during manufacturing operations,— that is, during 
consummation of shop production order,— we draw blue 
wavy line, as before, above light red wavy line, commencing 
at end and back from right toward left. Since relationship 
between rough stock line and shop production order line 
should not change, providing rejections on shop order are 
not replaced from rough stores, we repeat given rejection 
blue line on under side of blue rough stock line at end of 
given purchase order line, as before. 

406 W^ith units which are scrapped we carry on our 
manipulation in same manner as with rejections. We use 
•' scrapped ^^ in the sense that it is loss for the company, and 
our only salvage is the amount we may get out of the raw 
material. We make our indications on chart with a red 
pencil. 

407 With units which are defective we carry on our 
manipulation much as with rejections, but do not extend 
indication to rough material line. The reason for this is 
that we use "defective'^ in the sense that it can be made 
right by additional work. We make our indications with a 
yellow pencil. 

408 Now, finally, with parts applied to repair orders, we 
use the green pencil. Manipulation is similar to procedure 
with rejected parts, except that we draw green repair work 
line on under side of shop production order line at its end. 
The rough material line is handled in the same manner as 
with rejections. The order number and dating may be regis- 
tered over lower green line for purposes of reference and of 
identifying where repair order was filled. 

409 It is now evident that what we have done with rejec- 
tions, scrapped and repair units is only in the sense of a 
subtraction. We have subtracted from ends of lines. To 
make these parts full again, it is only necessary to remem- 
ber that purchase orders and shop production orders must 
be repeated through these gaps. There is an overlapping at 
every point from which a rejected, scrapped, or repair part 



188 

lias been taken. AVe accordingly have considered rejected, 
scrapiDed and repair parts as extras, which virtnally they are. 

410 It is interesting to note various information which is 
conveyed by above method of caring for rejected, scrapped, 
defective and repair parts. We might list them as follows : 

A Eejected parts may be easily located as to vendor 
who supiDlied them. If orders of rongh or finished parts 
are used in the order in which they are received (which is 
customary), there can be no mistakes as to identity of 
party who supplied them. 

B Scrapped and defective parts are registered against 
shop order where they occurred, so record is continuous 
and can always be located. We can also easily identify 
repair unit supplies, should future occasion arise. 

C By recapitulations of rejected, scrapped, defective 
and repair parts, we are able to determine their percent- 
ages and frequencies and can in this manner arrive at 
many conclusions as to methods of betterment of product, 
provisions for quantities of stores on hand for repairs, 
and so on. 

411 It is very evident that a schedule Progress and 
Stores chart furnishes a record of just what has been ap- 
plied originally on each machine manufactured. Sales order 
numbers furnish a means of identification after machines 
have been in use by customers for a considerable period of 
time. 

412 We have records of all essentials and a very effi- 
cient and simple method, indeed, of keeping them. With 
other means than by graphics, we would run into undue com- 
plication. Here we handle all main essentials for one hun- 
dred machines, each with somewhat over a thousand differ- 
ent parts. We handle this matter on approximately sixty 
17 X 22 sheets. We handle it from placing out of individual 
purchase orders for parts, through complicated manufactur- 
ing procedure, to shipment of product to customer, and, 
indeed, if necessary, can go back over our sheets and trace 
back any part of procedure, should occasion arise, after 
machine has been in use by the customer for any period of 
time. 

413 Another excellent principle in using material con- 



189 

trol charts is that of areas instead of light wavy and heavy 
straight colored lines. As will be seen in the following, the 
elements we desire to keep in mind are— 

A Parts purchased or ordered. 

B Parts on hand or received. 

C Parts ordered on the producing departments. 

D Parts furnished in the producing departments. 

E Parts ordered assembled. 

F Parts assembled. 

414 Assume that we have ordered 60 pieces of a part, 
and by drawing a dotted line we have : 

ZO 40 60 

\"-- I- + — H 

a Upon receipt of material we cover the dotted line 
with a full line for the amount corresponding to the 
amount received, and can show it as : 

3<3 60 

I 1 -j 

h This tells us that 60 pieces were purchased. 36 
received, and 24 still to come. 

We enter an order on the factory departments for 30 
of the 36 received, and can show this fact by a dotted 
line under the full line, as follows : 



^- 



c The departments complete 20 pieces of the 30, 
and by covering the second dotted line by a full line we 
have: 



d Let us assume, further, that of the parts com- 
pleted, 18 are ordered assembled and 12 are assembled 
in the finished product, and our graph is now as follows : 



190 




191 



e Showins: : 



60 pieces ordered. 

36 pieces received, 24 still to come. 

30 pieces ordered, 6 still to order. 

20 pieces completed, 10 still to complete. 

18 pieces ordered, 2 still to order. 

12 pieces assembled, 6 still to assemble. 

415 So much for the method of graphically controlling 
one part. The problem now becomes one of controlling sev- 
eral related parts as well as related snb-assemblies. In so 
doing, this thought must be kept in mind: A record of 
it'liat lias passed is not particularly important; the record 
is good only in proportion as it anticipates or forecasts 
future conditions or likely happenings in time to arrange 
to prevent both shortages and congestion. 

416 The Material Control Eecord, Figure 39, is a 
graphic coordination of related units, using the method of 
graphic lines just described as a basis. It shows sequence 
as to parts from the standpoint of assembly, machining, 
and purchasing, and presents a true picture of graphic flow 
from which considerable can be realized in the way of 
usable facts. Assume that the purchasing agent, the ma- 
chine-shop foreman and the assembly foreman get together 
and with this sheet make an effort to plan their work in a 
better manner. The assembly foreman will point out to the 
others that on parts 2, 8, 11, 13, 14, 18, 20, his margin be- 
tween what has been assembled and the parts which could 
be assembled is so small as not to warrant him in attempt- 
ing to assemble more units; in fact, he could not if he 
wanted to, as he has assembled all of part 11 that has been 
machined. 

417 This puts it up to the machine foreman, who in look- 
ing over the sheet finds that while he has parts in order 
covering items 2, 8, 11^ 13, 18, with materials to work on, 
and can therefore get behind these items, he has only 
enough parts on items 14 and 20 for two and six units, re- 
spectively. The purchasing agent, in looking over the 
sheets, finds that he must get busy, as material is all in for 
only four parts— 3, 16, 18, 19— and material for 14 and 20 



192 

is urgently needed, as well as on parts 1, 5, 9, 15, as all the 
material on hand has been machined. 

418 Sub-assemblies can also be listed on a separate 
sheet, the vertical line indicating final erection. 

419 Some means should be provided for coordinating 
the element of time with that of quantity. A reference to 
Figures 38 and 39 will show that there were 10 large spaces, 
each space divided into 10 smaller spaces and each small 
space representing one piece, or 100 pieces in all. This 
being an excellent means of charting the condition as to 
pieces, sub-assemblies and final erection, it only remains to 
coordinate the time factor with the quantity factor, to make 
this method of charting complete. Figure 40 illustrates 
this coordination. The ten spaces representing quantity in 
Figures 38 and 39, ca7i also represent time in Figure 40, and 
a direct relationship or schedule be established from which 
progress can be followed, as shown in the illustration 
(Figure 40). 

420 In closing this chapter, a few words seem in order 
regarding the control of material from the accounting and 
cost angle, with special reference to stock records and 
storerooms. In many cases observed, considerable laxity 
existed, when as a matter of fact proper material account- 
ing is just as important as labor accounting and accounting 
for cash on hand and in bank. The presentation will be 
made in the form of recommendations as outlined in a 
typical installation. 

A The following are recommendations which are not 
new, as they have been made verbally and in writing 
covering a period of three months. 

B These recommendations are made for the purpose 
of leaving with you a record of what we consider the 
proper and most effective method of handling the stor- 
ing, recording, pricing and accounting for all materials, 
whether raw, partly finished, finished, partly assembled 
or assembled. 

C These recommendations are based on one very im- 
portant basic point, that the amount of money which you 
have tied up in stock materials, as well as in the materials 
in process of manufacture, is just as important to ac- 



193 



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194 . 

count for as are your accounts receivable, or the cash in 
the bank. Not only this, but in our opinion the custodian 
of anything of value, who has the responsibility of so han- 
dling the material in the process of manufacture as either 
to make a profit or to produce at a loss, is not the one to 
control the records governing same, either as to stock 
material or the material in process. 

D In other words, when material is purchased, it is 
charged to one of two places : either to a storeroom where 
it is later to be accounted for by a requisition charging 
an expense or a productive order, or by an inventory 
showing it safely on hand; or directly to an expense ac- 
count from the voucher register. In either case, a respon- 
sibility exists for the material. 

E The Inventory accounts will be as per the actuaj 
physical units in the plant. Those in charge of each unit 
will be held strictly responsible for the material which 
is in each unit, which material is on record in detail of 
pieces in a stock record in the main office, and which stock 
record is an exact analysis of the controlling ledger ac- 
counts in the general ledger. The list of these store- 
rooms, numbered as to accounts for the general ledger, is 
attached hereto. 

F The organization of the material control was rec- 
ommended, and is again recommended, as follows : 

a All stock records of all material of all classes will 
be under the direct control of the finance manager as 
the company is at present organized. If the organiza- 
tion is changed by appointment of a comptroller, this 
duty would come under him. 

h The stock record work would all be concentrated 
into one department under the supervision of a com- 
petent chief of stock records. 

c In addition to this, there would be a supervisor of 
stores, who would have the responsibility for all store- 
rooms. This responsibility would be particularly as 
to methods governing the work of the storerooms, as it 
is usually best for organization purposes to have the 
actual physical jurisdiction of the storekeepers vested 
in the division manager. 



195 

d The supervisor of stores, having control of all .the 
outside functions, and the chief of: stock records, hav- 
ing control of all inside functions as to the controlling 
of all records of all materials of all kinds, would pro- 
duce results that would be coordinated to a complete 
degree. 

e It will be distinctly understood that the object of 
the stock records is to provide properly the necessary 
information to any one who is in need of same. This 
means that the Production Department must be sup- 
ported; that the Cost Department must be supported; 
and so also, the very important point of the purchas- 
ing. In fact, the only reason for keeping stock records 
is to supply proper information to every one along the 
line; and, in our opinion, the only way to accomplish 
this end is to concentrate all stock control functions 
under one head. 

/ "Would it be considered correct to split the Cost 
Department into one for each division! Or the Payroll 
Department! Then why should the function of mate- 
rial control be split! 

G As to details, there will be stock ledgers containing 
the detail of the material that is in each stock room, ir- 
respective of whether this material is raw, partly fin- 
ished, finished, partly assembled, or assembled. For in- 
stance, sent up from are in the Steel 

Store of the They are issued from here. It 

makes no difference in practice whether this particular 
material is labeled raw or partly manufactured, and 
there is not only no occasion to differentiate as between 
these, but there is every objection to so doing. These 
are finished material as far as is con- 
cerned, and raiv material to the Same with 

forgings from the Forge Plant, and boxes from the Box 
Shop, and from in the 

H As to explicit directions concerning the exact 
methods of giving to those who need it the benefits of the 
stock records, we will not attempt in this letter to specify. 
Get the records running rights and the rest is easy. 



196 

The importance of material control in industry seems 
to justify a fairly complete discussion, and it is hoped 
that it will receive the consideration it deserves, as one 
of the most important phases of Graphic Production 
Control. 



197 



Chaptek XV 
EQUIPMENT CONTROL 

421 Industry should produce goods at standard cost, and 
the time will come when it will be forced to do so, either 
through competition, commercial clash between nations, or 
through wise economic legislation. 

422 Is there any valid reason why an article should cost 
$5.50 to make, when a predetermined and fair standard indi- 
cates it can be made for $4? Is there any reason why the 
dear public, the consumer, should pay the difference between 
the actual cost and the standard cost, of $1.50, which repre- 
sents waste or carelessness or inefficiency of some sort? 

423 Will we ever get away from the high cost of living 
so long as prices include amounts in excess of what should 
be charged! 

424 What makes for excessive costs or a cost greater 
than standard? Three elements: 

Inefficiency of workmen. 
Idle equipment. 
Faulty shop practice. 

425 If operations are standardized, if the flow of work 
is under control and idle time of equipment reduced to a 
minimum, it will be found that the inefficiency of the worker 
is not so large an item ; in fact, if these things are done, any 
fair method of monetary reward will induce the support, 
interest and cooperation of the worker. 

426 This brings us up to the matter of equipment. 

427 It is the writer's opinion, based on experience ex- 
tending over a period of years, that the greatest single in- 
efficiency met with in industry is idleness of equipment. In 
fact, in four large and representative plants the idle time 



198 

of equipment was found to be 30 per cent., 35 per cent., 40 
per cent, and 50 per cent., respectively. 

428 Briefly stated, the reasons for this idleness in equip- 
ment are : 

1 No work to do. 

2 Breakdowns. 

429 The function of a Control Department should be to 
devote as much time to controlling equipment as it does to 
controlling material. What good does it do to know what 
work is to be performed, and that material is on hand, only 
to find that a niachine is out of order and either being re- 
paired or awaiting repairs I What gain is there when, with 
plenty of work ahead, machines in perfectly good order are 
standing idle ! 

430 Equipment control is just as necessary as labor and 
material control; in fact, from a purely economic stand- 
point, equipment control is of even greater importance, for 
any failure to control equipment means labor idleness and 
a slower flow of material, therefore waste in time and 
money, resulting in excessive cost. 

431 Let me outline a little more fully what I mean by the 
economic aspect of idleness. 

432 Some years ago (1908) the author took hold of a 
large plant in Pennsylvania, comprising a structural shop, 
machine shop and foundry. The burden accounting at the 
time gave the machine shop more profits than it was en- 
titled to, while the structural shop was showing profits less 
than those actually made. The foundry was selling castings 
to the machine shop and structural shop at actual cost, 
which did not include any proportion of the overhead ex- 
penses of the company. In the changes that followed, each 
department was put on its own feet through the books of 
the company, with provision for a monthly profit and loss 
statement. 

433 The radical and, from the accounting standpoint, 
revolutionary thing about the development was the adop- 
tion of standard burden rates for the various departments, 
the work in process being charged with actual and credited 
with standard burden, the difference being charged or cred- 



199 

ited monthly to a departmental burden adjustment account. 
The theory which I had in mind then, and which is now 
being accepted by industrial managers, was that the great- 
est volume of business could be secured only when the plant 
was operating at about normal ; that high production meant 
low costs, low production high costs, under the usual method 
of accounting. This meant that the selling and cost division 
came into conflict both when costs were high, which operated 
against getting business, and when costs were extremely 
low, due to abnormal business, which resulted in tenders 
lower than would be necessary to secure the business. 

434 In other words, if a man had ten automatic ma- 
chines in a department, with all of them busy, each would 
absorb one-tenth of the overhead and prices would be based 
accordingly, and these prices would be the normal or stand- 
ard prices because the department would be working at 
practically full capacity. If suddenly, however, work should 
fall off so that only half of the machines could be kept busy, 
the prices, based on actual costs, with machines absorbing 
twice the regular overhead, would be so high as to operate 
against getting business with these machines. On the other 
hand, assuming that, through a sudden rush of orders, over- 
time, night and Sunday work, is resorted to, so that the ten 
machines would be turning out the work of twelve or fifteen, 
the costs, due to the smaller amount of overhead absorbed 
per machine, would be lower than a normal or standard price 
and the customer would get the benefit of this low price, 
when, as a matter of fact, the extra profit should be con- 
sidered as an offset to the loss when the department is oper- 
ating at less than capacity. 

435 So much for the theory. How about the practice? 
A concern is in business to sell. It may make what it can 
sell or sell what it makes, but selling is the primary and 
fundamental basis of any business,— a principle which many 
accountants and industrial engineers alike seem to forget. 
Now then, if as a sales manager I cannot sell goods because, 
conditions being below normal, my prices are too high, due 
to excessive costs, or because, from an abnormally high pro- 
duction, my prices are lower than I know I can get for my 
goods, because of abnormally low costs, I do not need to be 



200 

an industrial engineer or an accountant to know that some- 
thing is decidedly wrong with the whole thing, hoth in theory 
and in practice. In such cases the usual sales policy is to 
ignore cost figures and take business as judgment may 
dictate. 

436 With standard rates, however, reflecting normal con- 
ditions, I am assured against loss in business on the one 
hand and loss in price and profits on the other. I know also 
that on this basis, a line which is profitable in the shop will 
show the profits in the costing, whereas during periods of 
low production the increased overhead rate will not only 
wipe out all profit, but make the line show a loss. 

^^ Faulty practice," says the accountant; ^'Poor busi- 
ness," says the manufacturer; ^^ Common sense," replies 
the engineer. At any rate, here is what happened to the 
concern in question. At the time the methods were intro- 
duced the business was making very little money. Its sales 
were not large. It was a heavy borrower, with a pattern 
account far in excess of the real value. It had a bond issue 
hanging over its head. To-day, this plant, with two addi- 
tions, is doing a capacity business, making excellent profits 
and declaring dividends. It is discounting its paper as well 
as rapidly retiring its bonds, and the pattern account is 
where it belongs. 

437 In other words, if a plant is operated at capacity, 
the product of its equipment will absorb all the overhead 
and the plant will be operating at normal, and, other things 
being equal, will get its share of the business to be had. If, 
on the other hand, the plant operates at one-half capacity, 
should all of the overhead be applied against that part of 
the product that is made 1 If five cows out of ten give milk, 
would you double the price of milk? If you did double the 
price, would you sell the milk ? Have not the ^ve cows pro- 
duced a fair quantity of milk! Then why penalize them by 
increasing the cost of their production? 

438 As one shop man puts it, *^I have a machine here 
which costs fifty cents per hour. If it operates one-half 
hour, why should I be charged $1 per hour for it? I am 
here, we have the men, the power, the material, and an 
organization to operate full time. If it works one-half the 



201 

time, is it my fault! Should not the other fifty cents per 
hour be borne by the business as an overhead charge, or by 
the sales department because it fails to give me sufficient 
work to do? 

439 Was he so very far wrong in his reasoning? 

440 In other words, standardize labor, machine and over- 
head rates and absorb differences between standard and 
actual costs in monthly adjustment accounts. What you do 
with the differences at the end of the year is no affair of 
mine, although my opinion is that they should be cleared 
through the profit and loss account. At any rate, what you 
have done is to place the differences where you can see them 
monthly instead of burying them in places from which there 
is no resurrection. Monthly analysis of the reasons for the 
differences is but a step to counteracting excesses in cost. 
If a person drinks to excess, or loafs to excess, or smokes 
or gambles to excess, the reward is both swift and certain. 
This is just as true of excess in idle equipment. 

441 The most common causes of idleness are : 

Cause Remedy 

1 No operator. Labor policy. 

2 No material. Material control. 

3 Failure to schedule work. Planning. 

4 Waiting for set-up. Planning. 

5 Waiting for tools. Planning. 

6 Waiting for instructions. Planning. 

7 Waiting for drawings. Planning. 

8 Waiting for inspection. Planning. 

9 Waiting for materials. Planning. 

10 No work available. Sales policy. 

11 Breakdowns. > a ^' • ^- • ^• 

^^ ^r t Anticipative inspection. 

12 No power. ) ^ ^ 

442 As there may be idleness on the part of workers as 
well as equipment, and as the first step in controlling idle- 
ness is knowing the amount of idle time and the reasons for 
it, this part of the work of controlling production should 
be as carefully organized as the work of controlling mate- 
rials, as outlined in the previous paper. 

443 A set of reports should be turned in each day, either 



202 

in tlie form of a time card or idleness record, covering the 
idle time of workers and machines. Different colors can be 



IDLE TIME REPORT . 


WORKER M/KCHINE BOTH 


Workman No Name. Cep+ 
Machine No. Name. Da+e 


REASON FOR IDLENESS 


FAULT OF- 


• 




TIME 


cto6Y 

w -Worker M-Machme. 


Observed by 


GLuit 






W 

n 

T 


RKTE 


COST 


Al lowed by 


S+a>-+ed 






Commant : 


Elapsed 








Charge % CredifVc 



Figure 41. Idle Time Report 

used if time cards are adopted. If in the form of a record, 
the same card can be used for both worker and machine, as 
in Figure 41, the method of checking at the top showing 
what the record covers. 



Equipment H Idleness Report for Oept. Date. 
Labor LJ 


KEY 


\- No Operator. 2- No Material - 3- Failure to Schedule .4-- Waif mg for Setup. 
■5- Waiting for Tools. 6rWciitiriai for Instructions. 7- Waif ing for Drawings . 
Q- Waiting for Inspection. 9- Waiting for Materials . 10- No Work Available. 
l\- Breakdowns . IZ- No Power. H- Hours . A- Amount. 


MACHINE 
OR MAN 


HOURS 
POSSIBLE 


HOUKS 
IDLE 


7o 
IDLE 


RATE 


1 


2 


3 


4 


5 


^ 


7 


8 


9 


10 


11 


12 


Tatal| 


H 


A 


H 


A 


H 


A 


H 


A 


H 


A 


H 


A 


H 


A 


H 


A 


H 


A 


H 


A 


H 


A 


H 


lA 


H 


A 

















































































Figure 42. Cumulative Idleness Report for a Month 



444 This can be filed daily according to worker or ma- 
chine, and at the end of the month a recapitulation can be 
made out showing totals. A much better plan, however, is 
to make up a cumulative report daily (see Figure 42), as 
this would show tendencies during a month and often result 



203 

in betterments before the idleness became too great. The 
plan would be to add the second day's totals to those of the 
first day, the third day's totals to those of the second, and 
so on through the month. Any excessive idleness can in this 
way be watched daily, whereas by keeping cards until the 
end of the month for analysis, the information would show 
what had happened, not what is happening. 

445 A separate report should be made for workers and 
for equipment, and at the end of the month a composite can 
be made out covering both. All sheets can be made out in 



^^'^rr'Pi rdleness Report for 


h 


otith 


of 


















Dept- 


D 






Possible Hours. . 1 

HOLira T^lB. 


■ '-' Plantar Whole L.J Pp.rC«n+ MIr | 


REASON 


TIME 
IDLE 


IDLE TIME . 
EACH SPACE - \Z0] HOURS . 


NO OPER/JTOH 
HO MATERIAL 
mwn TO SCHEDULE. 
mWtIG FOR SETUP. 
mniN(,FOR TOOLS. 
^mTIN& FOR INSTRUCT I0H5 
Y(Aim6 FOR DRJJniNS 
WAITINS FOR INSPECTION 
WAITIN6 FOR MATERIALS. 
MO WORK AV/tlLABLB 
BREAKDOWNS 
NO POWER 


500 
640 
£60 
480 

sec 

470 
220 
lEO 
640 
580 
660 
300 




1 M M M 1 


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Figure 43. Monthly Idleness Report Analyzed as to Causes 



composite form for the entire plant. These composites can 
be shown graphically by departments or by the plant as a 
whole, as per Figure 43. Comparative statements can be 
easily prepared according to Figure 44. 

446 A thoroughgoing knowledge of idle time and cost 
will result in a real study of limiting conditions, and steps 
will be found and taken to eliminate the causes. 

447 Anticipative Inspection. As one of the means for 
reducing idle time of equipment, the author urges a more 
systematic anticipative inspection than is usually found. 
When a locomotive comes in from a run, it is placed in the 
roundhouse and overhauled before going out on the next 



204 

run. It is this principle that the writer advocates in indus- 
try. 

The aim of anticipative inspection is to— 

Minimize delays and breakdowns. 

Keep maintenance costs at a minimum. 

Secure greatest capacity from existing equipment. 



448 

A 
B 
C 



449 It is one thing to take care of trouble when it occurs 
and another to anticipate it by days and sometimes weeks. 
This branch of the work should be organized along the fol- 
lowing lines : 



Labor"* B COMPARATIVE IDLENESS REPORT ACCORDING TO CAUSE - WAITING fOR MATERIM 


DEPT. 


POSSIBLE 
HOURS 


HOURS 
IDLE 


PER CENT 
IDLE 


IDLE TIME 
EACH SPACE = \Z0\ 


HOURS . 


2 
3 

io 








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Figure 44. Comparative Idleness Report for a Single Cause 

A Each piece of equipment should be considered as 
a unit. 

B As to each unit, the factors likely to cause trouble 
should be determined and provided for. 

C Each unit should have a record card on which is 
recorded its complete history. 

D For the various factors determined upon as requir- 
ing attention, limits as to time should be set for inspec- 
tion purposes. 

E Men should be delegated to look after this ''antici- 
pative inspection." 

F These inspectors should be supplied with inspec- 



205 

tion reports, upon which to record their findings. These 
reports should be made out from the record cards cover- 
ing the particular factors to be looked into, and sent to 
the inspectors. This would constitute an advance plan- 
ning of this class of work. 

G The inspectors should take the inspection reports, 
make the inspections called for, note the conditions, ad- 
vise as to the troubles developing, and state what should 
be done and when. 

H These reports should then be taken, and the in- 
formation contained therein entered on the record cards. 
I Eepairs to the units as made should also be entered 
on the record cards, showing date and nature of the work 
done. 

J Because the time limits at the start will be more or 
less arbitrarily determined, it will be found, as the work 
progresses, that many of them need adjustment. For in- 
stance, a factor may have a time limit of eight days, when 
every l&ve days would be found to be the best limit. An- 
other might have one of four days, and every two weeks 
be found sufficient. Adjustment of limits is simply a 
matter of analyzing the information shown on record 
cards. 

K Delays should be recorded, investigated, and en- 
tries made on record cards, so as to make the information 
as comprehensive as possible. 

L Cost of repairs should also be entered on record 
cards. 

450 To assist the reader in getting a better idea of what 
is meant by anticipative inspection, an equipment record is 
illustrated in Figure 45. It shows the location and number 
of a machine, how often it should be inspected, its capacity 
and idle-time cost per hour. Across the top is a follow-up 
dating on which is placed a clip denoting when inspections 
are to be made. Each day the cards showing trips for the 
current day are referred to and schedules of inspection 
trips are given the inspectors. As they turn in reports, 
their findings are entered under ''Troubles Found in An- 
ticipative Inspections. '' As repairs are made, the date is 



206 



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207 

entered under ^'Eepairs Made.'^ As can be seen by study- 
ing this record, if anticipative inspections are made faster 
than repairs, there will be more entries on the left-hand 
side of the record. If breaks and repairs happen at a faster 
rate than inspections, the greater will be the number of en- 
tries on the right-hand side. Inspection dates can be ad- 
justed by comparing the two sides. 

451 In the center the two columns "Repair When" and 
*' Repairs Started" sen^e to furnish a basis for tying to- 
gether the matter of anticipation and repair. At the ex- 
treme right hand are the costs, covering both idle-time costs 
and repair costs. The degree of attainment in anticipative 
inspection is the amount of reduction in these costs. 

452 The Inspector's Report is shown as Figure 46, and 
it is from this that the entries to the Equipment Record are 
made. In other words, an inspector gets a schedule, makes 
an inspection and reports his finding, and these are trans- 
ferred to the permanent record. 

453 If desired, the Equipment Record can show the par- 
ticular things which should receive the most attention, the 
basis of which is the determination of the factors likely to 
give the most trouble, and then having the inspector look 
after these factors regularly, in addition to the machine as 
a whole. 

454 In this connection it is a good plan in some cases to 
have a utility man or gang of men whose function it is to go 
the rounds daily and look over the equipment for loose 
belts, faulty lubrication, worn bearings, shafting out of line, 
listening to motors, looking after cleanliness, etc. This not 
only facilitates the work of the regular inspectors, but is 
that much more done toward not only reducing idle-time 
but lessening maintenance costs. Many little things will be 
taken care of in these daily trips which would otherwise de- 
velop into serious breakdowns. 

455 In keeping track of equipment it is necessary to 
know what is in hand and the information in connection 
therewith. Figure 47 illustrates the front and reverse sides 
of a ' ' Machine Tool Record. ' ' In providing for new equip- 
ment, the ''Equipment Requisition," Figure 48, is offered. 

456 Standakdizatiox of Equipment. Anticipative in- 



f 



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209 

spection as above outlined will do much to reduce idleness 
and cost of maintenance. As can be appreciated, however, 
a machine could be working full time and still operate at 



MACHINE TOOL RECORD 


MACHINE NO. DEPT. BLDS. FLOOR 
NAME OF MACHINE MAKE OF TOOL 
WEIGHT-HEAVY-MEDIUM-LIGHT DATE INSTALLED 


LINESHAFT SIZE D.OF PULLEY FACE R.P.M. 


COUNTERSHAFT SIXE D.OF PULLEY FACE R.P.M. 


DRIVING CONES SIZE 


1 


Z 


3 


4- 


FACE 


POWER FEED HAND FEED 
SPINDLE SPEED 
STROKES PER MINUTE 
LENGTH OF STROKE 
RETURN RATIO 

GRIN01N6 TOOLS f ^'^^ 

\ TOOL ROOM 
COOLING AGENT 












SIZE 
DRIVEN CONES 

R.PM. 






















DRIVING F.CONES SIZE 












SIZE 
DRIVEN F.CONES 

R.P.M. 






















FEED CHANGE GEAR TRAIN 



Figure 47. A Machine Tool Record 

only 70 per cent, efficiency, because operating practice had 
not been standardized. 













APP. NO. PER DAY 




MATERIAL 


BELT POSITION 


PIECES MACHINED AT ATIME 


^ 


NO.TEETH 


STEEL 


SPEED 


TEETH 


CUTTER 








INSERTED 
SOLID 


NO. CUTTING TOOLS 




TOOLS GROUND EVERY PIECES 


IF LATHE TOOL-SIZE OF STOCK 


TOOLS GROUND EVERY HRS. 


KIND OF STEEL 


IS WORK RATTLED -PICKLED-SAND BLASTED 


SHAPE OF TOOL SO.UARE ROUND 


WORK MACHINED 
NAME' 
PAT. NO. 


CUTTING SPEED-FT.PER MIN. 


FEED-INCHES PER MIN. 


DEPTH OF CUT 


ADDITIONAL DATA: 


WIDTH OF CUT 


METAL REMOVED 
PER MINUTE 



Figure 47a. Reverse of Machine Tool Record 
Shown in Figure 47 

457 The elements, in addition to the equipment, the 
standardization of which has been considered previously in 
this and other chapters, are- 
Speeds and feeds. Belt practice. 

Tools. Special practice. 

458 Instead of here outlining the methods to pursue in 
standardizing, we will show a number of graphic standardi- 
zation records. Figures 49 to 69, worked out in one case; 



210 

and while the data will not apply in all cases, the charts will 
act as guides in putting this important work on a mnch 
better basis. 
459 Too much attention cannot be given to this impor- 



EQUIPMENT REQUISITION 


COYERINtJ 


MOULDING MACHINES [—1 CORE BOXES F"! 
METAL PATTERNS 1 | JIGS AND. TOOLS 1 1 
MATCH PLATES 1 1 1 1 


FOR DEPT. DATE 


MAKE 

FOR use ON 


PRESENT COST OF DOING 
ONE PIECE 




IS W/ORK SPECIFIED ] sPEc.At"" 






EXPECTED SAVING PER 
PIECE 




IS DESIGN LIKELY j YES 
TO BE DISCONTINUED ) nO 






APPROXIMATE NO. PIECES 
YEARLY 




IF YES WHEN 


HOW MANY 
PCS. IN MEANTIME 




YEARLY SAVING 




DO YOU FAVOR ) rCS 
DOING ABOVE ) NO 






eST. COST LABOR 




REQUISITIONED BY 


*• •' MATERIAL 




APPROVED 

BY DATE 


LABOR 4- MAT. TOTAL 




STARtEft FINISHED 



Figure 48. Form for Equipment Requisition 



tant work of standardization of equipment, tools and special 
practice. It is found in many instances that workmen grind 
their own tools ; that the shape of the tool is a matter of the 
individual experience of the one who may have the say at 
the time as regards the sizes, shapes and angles ; the matter 



211 

of belt positions and motor speeds is left to those who, 
while having a certain amount of experience in determining 
speeds and feeds, may and oftentimes are not using what is 
the best practice. The eighth law of Graphic Production 
Control, Chapter VI, if at all logical, is grossly violated 
when the above is allowed. It is of course true that prac- 
tice varies in different plants, and the claim is not made 
that a standard determined for one kind of work in one 



MKCHINE TYPE 
Yerfical Boring tlill. 



CAP^CITY 

54" Die. X 40" High. 



MANUFACTURER 
King Mf. Co. 



MPRS.S)ERIM NO. 
zee Lot. 54-. 



OUR 5ERIM NO. 
5-105061 . 



DESCR 
Hofors 



IPTION OP DRIVE 
-Ind.-440Y-ZP-60C. 



HORSE POWEF 
FULL LOAD 

10 BHp. 



)RlYER PULLEY 
Ol^.&.F^CE 



DRIVER PULLEY 

REV PER MIN. 

100 



ORWtR 9ELT 
PLY St WIOTH 

4-ZP-Lea. 



CTR.-S. PLU.LEY 
OIA..KN0 PKCE 



CTR.-S PULLEY 
REV.PER MIN. 



Diameter of Work at the Cuttin,g Point. 



DEPTH 
OF 
CUT 



SOFT 
ANNEALED 
AND HEAVY 

SECTIONS 
SCLER- 



144 106 76 



82 60 A3 41 I 30 



THE AVERAGE 
RUN OF 
CASTINGS 

SCLER- 



72 53 38 



HAKP 

SEMl- 

CHILLEO 

CASTINGS 

5CLER- 



42 31 22 



= 0H CAS-" !R3^S 



SOFT 
.10 TO 15 POINT 
STRUCTURAL 

STEEL 
5CLER- 



272 188 



MEDIUM 

ZS POINT 

ANMEALEP 

CAST &TEEL 

SCLER- 



136 94. 



HARD 
TiRE AND 
SIMILAR 
HARD STEELS 
SCLER- 



62 43 



33 1 23 



:UTT' 

-1 — 



Speed of Cut in Feet pgr Minute 



FOR STEELS. INCHES 

r 



DEPTH 

OF 
CUT 

IN 
INCHES 



TOOL CONTOUR. AND AN6LES. 
R\6HT HAND SHOWN. 




TOOL CUTTINS 
AND 
CLEARANCE 
AMGLES 



BACK 5L0P5{aJ 



S12E5L 



W) 



JP h'SG'.LJB) 68';68° 78- 6I';6S'74- 



S £ ^ 



DIRECTIONS. 
/- ROU6HINS CUTS OR Y/HERE 
LflRSS Q.'jANTmES OF METAU 
fiRE TO BE RE-^OVEO. 

2-F:yiSH:ys curs when snJJLL 
FSBD5 PRE U5B0, PROVIP!N$ 
NO 5HMRP fiN6LES h\ yVOflH. 



3- SECURE FROM THE TJ^B'-E . 
FOR THE rjJTSR'/^i. , DEPTH OF 
CUT, nSO FEED COtSD.'TiONS 
PRESENT, THE PROPER 5F5EP 

CF car TO USE. when tool 

IS COOLED 3Y L/^RSE 5T/?£/7.Y 
OF uf.^ER. lyC^E^SE 5F£E:5 :=% 









'T; I ~ 3 
5 ■? T 



POSIT, VE AND FR'C'ION 



P.O. 8c F.C. LEVERS I^OWN 



:vER5 AND ro":?, ^n? uppf:^ cons 



P,C.3cF.C. LEVERS U-P. 



^HdbQ^d^^^^^^^^j:^^^ 



P.C.S:. F.C. LSV£RS POv'.'N 



^^ 



Revolutions of Work per Minute. 






Figure 49. Feeds axd Speeds with j\Iachine Setting 
FOR A Vertical Boring Mill 



plant, will cover the same kind of work in all other plants. 
The claim is made however that a great deal more in the 
way of resufts can be accomplished in a given plant if at- 
tention is paid to this important branch of increasing pro- 
duction. 

460 A division of ''Speeds and Feeds'' can well be es- 



212 

tablished in connection with a betterment program. Some 
man in the plant whose hobby has been and is the study of 
speeds, tools, machines and the like, can be placed in charge 
to work with and nnder the Control Department. He should 
be required to read and study, if he has not already done so, 
the works of Taylor, Barth and others, on this subject of 
standardization of speeds and feeds and tools. Tests should 
be made as to the different kinds of cutting steels and tools 



MACHINE ryPE 

Vertical Boring tli/l. 



MANUF=AOTURER 

King t1 T Co. 



MACHINE CAPACITY MACHINE NUM8E.R 

54" Diameter 4-Q"Hdghf. I3-I0J060 



MOTOR TYPE VOLTAveE CYCLE 

10 Up. -Ind. -220V- 3 P. SOc 



SYNCHRONOUS 

RRM.- 720 



FULL LOAD AVERASE MOTOR BELT COME PULLEY BELT 

R?.Y\.-680 RPM. 7^t7 4"-2P. 



B'/^-ZPlLj. 



Speed of Cut in Feet "per Minute. 

10 20 30 4-0 50 60 70 80 90 100 







Positive cmd Friction Clutch Levers cmd Upper Cone Pulley Belt Positions 
Feeds in Inches per Revolution, Vertical and Horizontal. 



COMPOUNDINS LEVEK TOWARD FR0N1 


COnPOUNOINS LEVER TOWARD REAR . 


FEED CHAN&E LEVER IN NOTCH 
1 E 3 * 5 


FEED CHANGE LEVER IN NOTCH 
12 3 4-5 


^H 


^H 


f^H 


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i" 


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faV 


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feV 


faV 


iv 


h^ 


iv 


|v 


iv 


h 



■s ^ "^ b 'C 

£i_t~ ft) f*) 



Figure 50. Feeds and Speeds with Machine Setting 
FOR A Vertical Boring Mill 



for the work to be performed in a given plant, to determine 
the best material, which should then be purchased. Tests 
should be made as to the places where machine practice can 
be improved, in cones, bearings, heads, rests, beds, tool 
holders, stocks and clamps. "Work to do should then be 
considered and tests made to determine range and limits 
for steel and cast iron (soft, medium and hard) as to depth 



213 

of cut and feed, according' to the speeds obtainable from the 
equipment. The matter of forging, tempering and grinding 
of tools and their angles and clearances should also be con- 
sidered, all of which will mean a valuable tile of standard 
practice. This brings us up to the matter of the proper 
presentation and control of this data, and in this connection 
our feeling is that the graphic plan is the best, the practice 



MACHINE TYPE 

Engine Lathe 



MANUFACTURE 

Prentice Bros. 



MACHINE CAPACITY 

14" S^'mgxIO'-O" Be 



MACHINE DUMBER. 
10 H 046. 



MOTOR TYPE VOLTA&E CYCLES. 



SYNCHRONOUS. 
RP.M. 



FULL LOAD. AYERA&E MOTOR 

R.F.M. R.P.n. 



CONE PULLEY BELT 

4''-ZFIy. 




^ ^ {*: * 



Change Speed Lever Position. 
Feeds in Inches, per Revolution - Lengthwise and Across. 



COMPOUNDING 

LEVER IN 
POSITION ^ 
NUMBER 


FEED CHAN6E LEVER IN NOTCH HO. 
1 2 3 •* S6 7 8 9] 


0172 


0153 


0138 


0125 


OIEO 


0115 


0106 


0098 


008€ 


0.086 


0082 


0.069 


0.062 


0060 


0058 


0053 


0049 


0.043 


0.043 


0038 


0fl34 


0.031 


0.030 


0028 


0026 


0024 


0.021 


0.02! 


0.019 


0.017 


0.015 


0149 


0.0143 


Q0I3 


0.012 


00107 



^ ^ ^ ^ :t; 

vk .§ .5 -^ ^ 

* S -K c$ "J^ 

I ^ V. ^ S b 

• • SX. ^ i: ^ ? 

h ih cs S; ■§ (c 



Figure 51. Feeds and Speeds together with Belt Position 
AND Machine Setting for an Engine Lathe 



to be reduced to standard size prints, to be mounted on 
metal plates, behind celluloid sheets, and placed at machine 
where workmen can see the standard practice and be gov- 
erned accordingly. These can also act as a guide to the one 
in charge of this important work, who in going from place 
to place can see not only that the work is being made as per 
the standards set but direct and train the workers as to this, 
practice. 



214 

461 Systematic handling of maintenance and construc- 
tion, the moving of equipment, and the replacement of small 
tools, are so essential to a proper control of equipment that 
it seemed fitting to outline a typical procedure which would 
serve to indicate the nature of the steps to follow. 



FEEDS AND SPEEDS OBTAINABLE 



MACHINE TYPE 
Encjine Lathe 



M^NUF^CTURER 
Schmacher 8c BoL/e 



MACHINE CAPACITY 
Z6"5winq X l2'-0"Be 



MACHINE CAPACITY 
I0HO47 



MOTOR TYPE VOLTAGE CYCLE 



SYNCHRONOUS FULL LOAD AVERAGE 
R.P.M. R.P.M. R.P.M. 



MOTOR BELT CONE PULLEY BELT 



Speed of Cut in Fee+ per Minu+e. 
ZO 30 4Q_50 60 70 60 90 100 110 120 130 140 150 160 170 




BackGearand LowerCone Pulley Beit Positions 
Feeds in Inches per Revolution- Lengthwise and Across 



COMPOUNDIN&, 
LEVER ' 

"" \ 
P05IT10M ^ 

NUMBER '^ 

5 


Feed Change Lever jn Notch Number. 1 


02OO 


0.1777 


0.150 


0.1455 


0.139 


0.1334 


0.1231 


0.1142 


0.100 


0.1 &88 


0.060 


0.0727 


0.0696 


0.O665 


0.0515 


0.0572 


0.O5O 


0.I444- 


0.040 


0.03&4 


0.0348 


0.0333 


0308 


0.0265 


0.0Z5 


0.1222 


0.020 


0.0182 


0.0174 


0.0156 


00154 


O0I43 


0.0125 


0.0111 


0.010 


0.0091 


0006 


00083 


0.0077 


O.0O71 



^ H- ~^ "3 i» 

y ^ ^ 1^ S- 

r^^ ,^ "G ts 
H~ s: ^0 ca.e 

p ^ I •§ t; .-^ 
ic cc q; §cS ts; 



Figure 52. Feeds and Speeds with Gear Positions and 
Machine Setting for an Engine Lathe 

462 Maintenance Orders. 

Purpose of Method: To provide a means of requisitioning 
on the Maintenance Department for repair work or any 
minor work to be done for the company, which when com- 
pleted does not appear on the books as an asset. 



463 Method Handled by— 

1 Foremen, or other employees in authority. 



215 

Supervisor of production. 
Supervisor of maintenance. 
Maintenance foremen. 



464 Peoceduke in Handling : 

1 When repairs or any minor work may be required, 
the foreman of the dejjartment requiring the work, or any 
employee in authority, shall make out a Maintenance 
Order in three copies. 



MACHINE TYPE 
Radial Drill Press. 



MANUFACTURER 

American T. Works. 



MACHINE CAPACITY 

4- Ft L eng fh x 5'- 1 " Height . 



MACHINE NO. 

10 H 007 



MOTOR TYPE VOLTAGE 
CYCLE 



SYNCHRONOUS FULL LOAD AVERA6E 
R.P.M. R.P.M. R.P.M. 



MOTOR BELT 



CONE PULLEY BELT 



Speed of Cut m Feet per Minute 
20 30 40 50 60 70 




LffRQB RffCK6ERR IN. SMLL MCK6EJJRJN. 




B/JCK 






S "S. S 



Position of Speed Change Lever. 
Speeds per Revolution. 







.? ■^- <S 



Figure 53. Feeds and Speeds with Machine Setting 
FOR A Radial Drilling ]\Iachine 



2 The Maintenance Order shall contain the following 
information: Serial number, department issuing, charge 
to operation number, date issued, date wanted, machine 
number (if repair to machine), location of job, nature of 
work to be done, and signature of the foreman. 

3 If the nature of the repair is such that the machine 



216 

can still operate without an immediate repair, the Main- 
tenance Order mnst be approved by the supervisor of 
production, to ascertain whether the machine can be 
spared from production. 

A One copy shall be given to the foreman who is to 
make the necessary repair, one copy shall be sent to the 



FEED AND SPEEDS TO USE WITH TOOL SPECIFIED BELOV/ | 




EI3 


CAST IRON 


STEEL 


TOOL CONTOUR AND ANGLES, RIGHT 
HAND SHOWN 


SOFT 

8eHEM/Y 
5ECT10H5 


MED. 


HARD 


SOFT 


MED. 


HARD 


WRA6E 

RUN OF 

CASriN6S 


bEm- 

ZUlLllO 
CASTIf165 


.10-15 
CARBON 
STEEL 


AH'LT) 
CASTST. 
46CARB 


TlREac 
blMILAR 
HARD 
STEELS 




~~~>J Dirzchonof 






1 

re 


M 








428.8 


2/4.4 


97.6 




J . L.. ' "f?^j 


TT 








2 80.0 


14 0.0 


63.6 


■\T- 8 '"""• 


iV 








1832 


92.0 


4 1.6 


■ 


^ 


\7\Z 


8v5.6 


49.8 


3648 


18Z4 


8 3.2 


3^ 


126.4 


63.1 


36.8 


Z29Z 


1 19.2 


54.3 


^r ^ 1 


^^ 


tV 


88.0 


4^.9 


2 5.6 


156.0 


7 8./ 


3 5.5 


*H> ' '^ J 




%7^ 


■^ 


6 9.6 


349 


2 0.4 


I2/.6 


6 0.9 


2 7.6 






i 


1 


8 


«V 


156.4- 


79.2 


46./ 


328.0 


16 4.0 


74.4 


ft' 


-h 


\\e.8 


584 


34.0 


2<44 


I07J2 


48.7 


Ve 


61.6 


40£ 


23.7 


140.0 


70.0 


31.8 












1 1 






:h 


6J.4 


323 


I 8.8 


109.6 


547 


2 4.8 


1/S' I 


-f 


54.7 


273 


1 6.0 








TOOL CUTTING 
ANGLES 


CAST IRON 


STEEL 


3 


^ 


143.2 


71.5 


41.6 


280.8 


14 0.8 


€3.9 


SOFT 


MED. 


HARD 


SOFT 


MED 


HARD 


^ 


105.6 


52.7 


3 07 


f84.0 


92.0 


4 L7 


BACK SLOPE A 


8* 


8° 


4* 


8° 


8° 


5° 


TB 


773A 


3 6.7 


2/.4 


120.8 


6 0.5 


2 75 


UPAN6LE B 


.68' 


681 


78* 


61- 


6 8° 


74* 




58.4 


2 9^ 


17.0 








SIDE SLOPE C 


.14- 


.14- 


7' 


tz' 


(4' 


9* 


-1. 


49.4 


247 


14.4 








SCLEROSCOPE 

HARDNESS 
FOR MATERIAL 














_L 














WORK FOR WHICH TH1& TOOL 15 ADAPTED 
/ RoughingCufs 

2. Fiaishi'ng Cufs nhen Small Feeds are Used. 

3. Faed Tonard the Leff with P. H. Tool and Toward the 
Rtghi- with LH. Tool. 

4 Should be UsedJ^afnlij where a Lonjand Haavt^Cu-f- 

is HecessarLj. 

5. Hof Adapfvd-for Finishing Yfork which ffeqm'res 

Sharp Angles in Conhurs. 

6' Y/hen Tool is Cooled by a Large Sheam of Wafer, 

Increase CuifingSpeedsbg 15 f^rCenf. 


T 


^ 


133.6 


66.7 


3 8.9 


2552 


12 8.0 


5 8.0 


3? 


984 


49.2 


2 87 


1 672 


8 40 


3 8.0 


1^ 


€8 A 


342 


ZO.O 








fr 


84.4 


2 72 


\5.3 
























R 


l£l.6 


6o.e 


354 


2^A.O 


1 12.0 


5 0.8 


3T 


89.6 


448 


2 6.1 








1^ 


62.4 


31.2 


1 8.1 








— 














— 
































_J 



Figure 54. Feeds and Speeds in both Cast Iron and Steel 
FOR %.Inch Round Nose Roughing Tool 



Maintenance Office (this copy may be sent tlirongli the 
mail), and the third copy shall be retained by the person 
ordering. 

5 No work shall be performed by the Maintenance De- 
partment unless the work to be done is ordered in writing 
on a Maintenance Order. 



217 

6 The foreman doing the work shall file his orders in 
a rack showing those orders being worked on, orders 
ready to be worked on, and orders delayed for material. 
As soon as the orders are completed they shall be pulled 
from the rack, the date finished entered and then stamped 



FEEDAND SPEEDS TO USE WITH TOOL SPECIFIED BELOW 




St2 
o 5 


CAST IRON 


STEEL. 


TOOL CONTOUR AND AN5LES,RIGHTHAND | 


SOFT 

AND 
HEAVY 

SECTIONS 


MED. 
AVER- 
AGE 
RUNOF 
CASTINGS 


HARD 
SEMI- 
CHILLED 
CASTINGS 


50FT 
.10-15 
CARBON 
STEEL 


MED. 
A'H'LD 

CAST 

5TEEL 

KCARB. 


SIMILAR 
HARD 
STEELS 


SHOWN. 




Direchion of 
feed 
' / 


"H^t 






J- 

1 6 


.015 


















.03/ 














--> 


,047 
















A 


:03l 


174.4 


80.0 


5 0.8 


372.2 


1864 


84.8 


.0 62 


1 Z.6A 


66.0 


38A 


1672 


84.0 


38.0 


.0Z5 


944 


47.1 


2 7.5 








T 


.031 


1 60.0 


79.8 


A 65 


33 0.0 


165.6 


75.; 




Jk -< 


/' --— 


1 


JL. 










.041 


1 2 0.8 


60.4 


35.2 


ZZ\.6 


/ 1 LZ 


50.5 


/! 


1 


.0 62 


6S.4 


43.1 


25.1 


148.8 


74.3 


33.7 


.083 


69.6 


34.8 


20.3 


1 17.6 


568 


26.7 


.125 


5 9.5 


297 


17.3 


984 


49.2 


22.4 


/ 


w 




^ 


.187 


47.5 


Z3.6 


J 3.9 








■■y.5-k.. 1 


3 
16 


.031 


(4 (.6 


70.9 


4 1.3 


zeo.o 


140.0 


63.6 


TOOL CUTTING 
ANGLE5 


CAST IRON 


STEEL 1 


.041 


1 72 


53.6 


3I.Z 


18 6.0 


94.4 


42.7 


SOFT 


MEDJHARD 


SOFT 1 MED. 


HARD 


.06Z 


rej 


68.3 


IZ.3 


iz5.e 


63.0 


Z&.6 


BACK SLOPE A 


8° 


6« 


4° 


8» 


6° 


5' 


.0 83 


ei.7 


3 0.8 


18.0 


1 0.0 


4.9.9 


ZZ.6 


LIPAN6LE B 


6 8' 


6 8' 


78 


6l1 


68' 


74° 


.U5 


5Z.8 


£64 


1 J4 








SIDESLOPE C 


14" 


14° 


. 7 


Lr 


(4° 


9° 


5CLEROSCOPE 

HARDNESS 
FOR MATERIA (., 














.(87 


4 2.3 


2 1.1 


\Z3 








-1. 
4 


.031 


/3I.2 


65.5 


3 8.2 


25 0.0 


125.6 


■ 5 6.9 


WORK FOR WHICH THIS TOOL IS ADAPTED 

/. Roughing Cufs. 

2. FmishingCuis nhzn Smalt Feeds are Used. 

3. Feed To ward the LeH- wifh RH. Tool, and Toward 
fheRigh-tY^rfhLH.Tool 

4. Should be Used Mam fu rrhereaLongandHeavg 
CufisNeczssarg. 

5. Not Adaprfvd for Finishing Work which Pecfuires 
Sharp Angles in Contours. 

6. When Tool is Cooled bg aL arge Stream of Warer^ 


.04.1 


9 92 


4 9.5 


Z6.8 


16 8.0 


84.0 


38.£ 


.0 62 


7 0.7 


353 


2 0.6 








.063 


57.0 


a&5 


1 6.6 








.125 


4 8.8 


244 


/4.2 








-t- 


.031 


1 1 76 


58,8 


34.3 


2 15.2 


10 8.0 


43.0 


.041 


8 8.8 


444 


26.0 


1448 


72.3 


3.28 


.0 6Z 


634 


31.6 


184 








.0 83 


51^ 


256 


14.9 








.125 
















~'^-""'"j 


'^/^"'- 


..u^, 








1 



Figure 55. Feeds and Speeds in both Cast Iron and Steel 
FOR %-Inch Round Nose Roughing Tool 



' ' Completed. ' ' Once every day all completed orders shall 
be returned to the Maintenance Office. 

7 The Maintenance Office copy of orders shall be filed 
numerically according to serial number. When the fore- 
man's copy is received, showing that the work is finished, 
the order in the file shall be removed and filed by depart- 



218 

ment and machine number. The copy returned by the 
foreman shall now be destroyed. 

8 The supervisor of maintenance shall go over these 
orders periodically and, where repairs are running hesivj 
on a particular machine and the nature of the repair is 
the same, it shall be his duty to devise some way of antici- 
pating these breakdowns. 



FEEDS ANP SPEEDS TO USE WITH TOOL SPECIFIED BELOW 


y- ■■ 

O UJ 

si 


t2 


C^5T IRON 


STEEL 


Tool Con+our and ^vngles | 


SOPT 

Kn'l'd 

HEAVY 
SECTIONS 


MED. 
AVERAGE 

RUIS 

OF 

CA,5TINS 


HARD 
SEMl- 
CHILLEO 
CASTINGS 


SOFT 
,10- 15 
CARBON 
STEEL 


MED. 
A'NVD 
CAST 
STEEL 
45CAJ?B0N 


HARD 

TIRE80 

SIMILAR 

HARD 
STEELS 


h5 , 
''■■J 


Right Hand Shown. 


1 

i_L 


r^ 




^ 


1? 

15 


A 


.031 


137.6 


S8.8 


40.1 


26.0 


130.4 


53.1 


.OQZ 


97. (^ 


44.S 


28.4 


m.G 


dd.d 


40.3 


t — '^*''^( 




.lei 


70. 1 


35.1 


20.4 








^; 


i 


.031 


IIS.G 


•G2.8 


36.6 


izQ.e 


114. f^ 


J2.d 




.0(o2 


89. G 


44.6 


26 


\5(c 


7S.2 


35.5' 


.IB5 


t4. 1 


32.0 


10.7 


106.4 


53.3 


lA.l 


h 


.031 


142 .4 


71.1 


41.5 


192.0 


96.0 


43.6 


.Y.. - 


M-J. " 




;.04i 














.OQZ 


80.0 


40.0 


£3.3 


131.2 


65.6 


13.8 


.083 














/ 


1 


> 






.125 


35. d 


279 


163 


^9.6 


44.7 


ao'S 


--J 






.la? 


45.1 


22.5 


13.2 








7.'*T- 1 


i 


\03l 


10^. C 


5^.0 


29.2 


170.4 


3A.3 


33.1 


TOOL cuTime 

A-N&LES - 


CAST IRON 


STEEL 


.041 














SOFT 


MED. 


HARD 


SOFT 


MED. 


HKRO 


.0« 


172.7 


36.4 


21. 2 


116.0 


5».D 


t(.A 


BKCK SLOPE Av . 


8- 


8° 


■4° 


8° 


8° 


5° 


.0^3 














LIP ANGLE B. 


68° 


68- 


78° 


61* 


68° 


74.° 


.125 


5-1.1 


25.5 


I4.a 








SIDE SLOPE C 


14° 


14° 


7° 


22° 


14-° 


9" 


SCLER06COPE HARD- 
NESS FOR. MATERIAL 














.]S\ 


41.2 


20.6 


.2.0 








i 


.031 


00.8 


44.4 


25.9 


144.5 


IcL.i 


32.3 


WORK FOR WHICH THIS TOOL 15 ADAPTED- 

I-' Roughing Cuts. 

Z' Finishing Cuts when small Feeds are used. 

d-Feed toward the le-ft wifh R.H. Tool , and 

fo'vards fhe Righf with L.H. Tool. 
4 -Should be used Ma/hk/ where a long and heavii 

Cut is used. 
5' Hot adapted far finishing Work nhich 

Requires Sharp Angles in Contours. 
€ y/hen Tool is Cooled t>u a larae Stream of 


.041 














.0G2 


QA.A 


32,2 


\9.9 


95.4 


A3. 1 


22.4- 


.083 














.tE5 


45.3 


22.6 


13.2 








I 


.03) 


8\.(d 


40.0 


23.^ 


129.6 


64.6 


29.3 


.041 














.0(ol 


J3.3 


£9.6 


17.3 








.093 














AZS 


41.7 


20.8 


11.9 








"Nat 


pr, lucre 


■35e c 


uttinq 


Speei 


/ 15% 




1 



Figure 56. Feeds and Speeds in both Cast Iron and Steel 
FOR %-Inch Round Nose Roughing Tool 



465 Construction Orders. 

Purpose of Method: To provide a means of ordering new 
construction work, dies, jigs, fixtures, and tools of such a 
nature that they will appear on the books of the company as 
an asset when finished. 



219 
466 Method Handled by— 

1 Foreman of department requiring work, or other 
employee in authority. 

2 Supervisor of maintenance for new construction 
work. 

3 Supervisor of production for jigs, fixtures, and dies. 





si 

u. 


C^?'T IRON 


STEEL 




T 


ool Co 
Righ 


n+our 


C\r\ 


di Anale<^ 




1 


&OFT 

HEAVY 
SECTIONS 


MtD. 

AVERAGE 

RUN 

OF 
CA5TIN6 


HARD 
SEMl- 
CHILLEP 
CASTINGS 


SOFT 
.10-15 
CARBON 
STEEL, 


ME.D. 

CAST 
STEEL 
45 CARBON 


HARD 
TIRE 8c 
SIMILAR 

HARD 
STBELS 


'-KO 


+ Hand Shown. 


Y 


_ 




^"n 




8« 


3^ 


h 


144.0 


72.1 


422 


272.0 


1360 


6L7 


A 


1064 


53.1 


30.9 


isao 


944 


428 


L-. j 




i 


756 


37.7 


22.0 


. 




— 


•4 


i 


h 


129.6 


64.9 


37 9 


236.8 


118.4 


53 8 


e'-^k- 1 


h 


96,0 


478 


279 


1640 


ei.6 


372 


••Jr- 


A. r 




ff 


68.0 


34.0 


19.8 


113.6 


56.8 


25.8 


A_.- 


=s^ 


" "^^^^^^^ 


ll 


h 


144.9 


724 


424 


285.2 


143.0 


649 


V 


-\ 




^ 


^f 


1 


^ 


112.8 


564 


32B 


1976 


992 


449 




.^« 


83.2 


41.4 


21 LI 


136.8 


63.4 


31.1 


h 


68.0 


34.0 


20.0 


110.2 


55.2 


)25.2 


i 


sac 


29 5 


172 


94.4 


474 


215 












--,/ 


1 






h 


48.0 


240 


14.0 


.76.3 


38 1 


173 


7 '^r- 1 


± 


i-. 


141.2 


65.6 


384 


251.0 


125.4 


572 


TOOL CUTTING 
ANSLE5 . 


CAST IRON 


STEEL 1 


^ 


1024 


51.2 


298 


1744 


87 2 


39.5 


SOFT 


HEO. 


HARD 


SOFT 


MEO. 


HARD 


rs 


37.6 


37 6 


22 


120.8 


60 2 


27 3 


BACK SLOPE A . 


8* 


8° 


4-° 


8° 


8° 


5- 


.^ 


5f.9 


30.9 


18.1 


96.8 


53 9 


22.0 


LIP ANGLE B. 


68° 


68' 


78° 


61- 


68° 


74* 


i 


53.6 


26.8 


I5S 


83.2 


416 


18.9 


SIDE SLOPE C ■ 


14' 


14° 


7° 


22° 


14° 


9- 


SCLEROSCOPE HARO 
NESS FOP. MATERIAL 














1% 


43.6 


22.2 


127 










1 


si 


115.0 


576 


33 6 


2120 


106.2 


482 


WORK FOR WHICH THIS TOOL 15 M)APTED . 

1- Roughing Cuts . 

Z~ Finishing Cuts •^hen small Feeds are used. 

3- Feed toward the left with R.H. Tool , and 

iowards_the Right with L.H. Tool. 
4 -Should used main lu where a long and heavy 

Cut is vece^saiy. 
5- Not adapted for Finishing Work. Re<fufres 

Sharp Angles in Contour. 
6 tihen Tool is Cooled t'u a larqe Stream of 


5^ 


89 6 


449 


262 


1464 


73.5 


334 


fo 


661 


33.1 


19.2 


101 6 


50 8 


23.1 


^ 


54.4 


28.2 


158 


816 


40 9 


186 


i 


471 


23.5 


137 









T 


si 


1055 


528 


307 


1875 


93 5 


424 


n 


824 


41.4 


240 


1296 


647 


29.4 


h 


&04 


302 


I7G 


896 


44.7 


203 


,4 


49.5 


24 8 


14.4 









i 


430 


215 


125 









W 


7ti 


'r, incre 


ase (. 


■utf 


•"3 


Speey 


d 15% 




1 



Figure 57. Feeds and Speeds in both Cast Iron and Steel 
FOR 1-Inch Round Nose Roughing Tool 



A Cost Department. 

5 General manager. 

6 Foreman who is to do the work. 

467 Procedure in Handling : 
1 Eequisition for Construction. 

a Whenever any new construction work or any new 



220 

tools, jigs, fixtures or dies wMch when completed shall 
appear on the books of the company as an asset are 
required, a Eequisition for Construction shall be made 
out in duplicate by the foreman or by any employee in 
authority, showing the date, the exact nature of the 
work desired, and by whom issued. 

h One copy shall be retained by the person issuing 
as a record, and the other copy sent to the supervisor" 





J 


CAST IRON 


STEEL 


^ 


Tool Contour and 


Ano 


IfCi 






SOFT 
A'N'llD 

8c 
HEAVY 

SECTlOtd 


MED. 

AVERA6E 

RUN 

OF 

CASTm« 


HARD 
SEMl- 
CHILLED 
CASTINGS 


SOFT 
.\0-,l5 
CARBON 
STEEL 


MED. 

anVd 

CAST 
STEEL 
WC^RB(JI 


HKRD 
TIRE 8c 
SIMILAR 
HARD 
STEELS 


V 


^ 


7C— 








' -3/ 






h 


A 


135.0 


676 


39.5 


255.0 


127 5 


579 


''\lt' %. 


ik 


81.7 


409 


23.8 


176.2 


88.5 


40.1 


i 


708 


354 


207 








i 


n - 


1552 


60.9 


355 


222.0 


II 1.0 


5Q4 


ik 


900 


448 


261 


1537 


76.5 


349 


H "i"- — 


' 11 


i 1 


i 


G3.8 


318 


186 


106.5 


53.2 


242 




1 — ^ 


f 






-J 


r^ 




r' 


^ 


h 


h 


105.7 


52.8 


308 


185.2 


93.0 


42.1 


V- 




-=^ 


— \ — -= — 






^ 


Si 






















h 


780 


38.8 


22 6 


128.2 


642 


29.1 


i 


h 














m... ' 


i 


55.3- 


27 G 


16.1 


89.2 


444 


20.1 


J ' 


1 6- 

1 ■ 


] 










^e 


45.0 


22.5 


13.1 


71.5 


35.7 


162 


-^,S'l^ 1 


i 


3i 


96.0 


480 


279 


1635 


81.7 


370 


TOOL CUTTINGS. 
ANGLES 


CAST iROK 


STEEL 1 


34. 














SOFT 


MED. 


HARD 


SOFT 


MEP. 


HARD 


rs 


70.6 


35.3 


2Q6 


1132 


564 


25.6 


BACK 9L0PE A . 


12° 


12° 


6° 


\a' 


12° 


7* 


h 














LIPAN6LE B. 


82* 


82° 


88° 


80° 


82* 


89' 


i 


50.3 


25.1 


147 


78.0 


39.0 


177 


SIDE SLOPE C 




















h 


409 


208 


11.9 








SCLER05C0PE HARD- 
NESS FOR MATERIAL 














i 


h 


840 


42.1 


246 


1372 


689 


3L3 


WORK FOR WHICH THIS TOOL IS KDKPTED. 

■ /- Roughing Cuts. 

2- Feed by Hand. 

3- Feeds in Either Direction. 

4 - Should be Hainly used for Roughing out 

Metal where Work is Divided betn-een Cuff-ing 
on Sides and Botforn o-F Cavity -Such as a 
Tire Mould. 

5 Not adapted -for Work requiring Sharp 
knqles in Contour. 


ii 














h 


6E.0 


3iO 


18.0 


95.2 


477 


Z1.6 


h 














i 


441 


22.0 


12.9 








i 


^ 


772 


38.5 


22.5 


121.5 


60,6 


276 


^ 














h 


56.7 


28.3 


ie.5 


84.0 


41.9 


190 


h 














i 


403 


20.1 


11.7 































Figure 58. Feeds and Speeds in both Cast Iron and Steel 
FOR 1-Inch Special Round Nose Roughing Tool 



of maintenance if for new construction work, and to the 
supervisor of production if for tools, jigs, fixtures, or 
dies. 

c The supervisor of maintenance or of production, 
as the case may be, shall approve it if he deems the 



221 

work necessary, and forward the requisition, to the Cost 
Department. 

d The Cost Department shall ohtain the approval of 
the general manager on new construction work and then 
attach the requisition to the Cost Department copy of 
the Construction Order, which shall he made out as 
follows : 



1% 

si 
2j 2 


Ll) 

si 


CAST IRON 


STEEL 


TOOL C 

\ 

< 
















SOFT 

AN'L'D 
AND 
HEAVY 
SEQ- 
lONS 


MED. 

AVER- 
AGE 
RUN 
OF 
CASTINGS 


HARD 
SEMI- 
CHlLliC 
CAST- 
INGS 


SOFT 
i0-.l5 
CARBOH 
STEEL 


MED. 
AN'L'D 
CAST 
STEEL 
45CAR- 

BON 


HARD 

TIRE 
AND 
SIMILAR 
^HARD 
STEELS 


:ONTOUR AND ANGLES.R.H. SHOWN 


^fe 


^ "•- Direction of 
£-....--• Feed 


IT 


eh 








350.0 


175.0 


79b 


■ 


h 








2ZI.0 


1 10.0 


505 


k 








139^ 


70.0 


317 


n 


A 


146.3 


ll.b 


42.6 


297.5 


152.6 


693 


h 


103.6 


54.4 


30.1 


192.5 


959 


436 


± 


69.4 


347 


202 


I2I.I 


606 


275 


fk 


53.9 


26.9 


15.3 


924 


46. a 


210 


T 


«s- 


137.9 


685 


40.1 


2770 


136.6 


65.0 


-tea 
1- 






.i 


973 


465 


2S.3 


1750 


fi75 


397 


J. 


65.3 


32.6 


19.1 


110.0 


5SI 


250 


.^ 


50 7 


25.4 


14^ 








I H ^ . 


^ II 


III III 1 


i 


42 6 


214 


12.3 
















i^ 


126.7 


63.4 


no 


245.0 


\Z15 


557 


T(X)L CUTTING 
AN6LE& 


CAST IRC 


DN 


STEEL 1 


^ 


ji 


89 6 


44S 


26 1 


1547 


770 


351 


SOFT 


MED. 


HARD 


SOFT 


MED 


HARD 


J. 


go.z 


30.1 


175 








BACKSLOPE A 
LIPAN6LE B 
SIDE SLOPE C 

FOR MATERIAL 


ll' 


ll' 


6' 


I2i' 


ll" 


61' 


h 


46.8 


234 


13.6 








71 


71 


77 


63 


/I 


76 


7f 


7i' 


4* 


ef 


T^ 


4t' 


k 








































^ 


^ 


1204 


602 


35.1 


2250 


1227 


513 


WORK FOR WHICHTHI5 TOOL 15ADAPTEP 

\- Roughing Ci&s 

2. FfniahingCufs when Small Feeds are Used. 

3.Feed Toward the U-fi f ifh RH.Toolarrd Toward ihe 

Ri'ghf w'l+h L, H. Tool-Speedsare Based onTool Axis being 

Inclined e0°-45° foLine of Feed. 

^ Hoi Ada phd for Finishing Work which Requires Sharp 

Angles inConhurs. 

5. When Toot is Cooled bga Large Sfream of rfahr,Incrsase 

Spuds by ISf^rCenf. 6 ForSpeciaJ Sharp Poinfed Tool 

Coniours UseSOFkrCenf Tabulafed Soeads. lAnale(A') 


k 


64.7 


42.3 


247 








ii 


57 1 


265 


16.6 








i. 




























3 


hr 














i\ 














ii 










































isfhesar 


neasAnq 


le(A)o 


nSfrai 


qhfSI 


ank 7c 


,0%. 


■ 



Figure 59. Feeds and Speeds in both Cast Iron and Steel 
FOR % 6-Inch Special Tool Holder Roughing Bit 



468 2 Construction Orders. 

• a On receipt of tlie requisition duly approved, a 

Construction Order shall be made out in triplicate by 

the Cost Department. 

h All Construction Orders shall have an S-Order 



222 

number. S-Orders shall bear the prefix ^^S" and be 
numbered serially in the order in which they are issued, 
orders for new construction starting at 1 and extending 
to 500 and then repeating ; orders for tools, jigs, fixtures 
and dies starting at 5000 and extending to 6000 and 
then repeating. 

G One copy of the order shall be retained in the Cost 
Department, with the requisition attached. 



11 


52 

si 


CAST IRON 


STEEL 


TOOL CONTOUR AND ANGLES, R.H. SHOWN 


1 


1^0 

& 
HEAVY 
5ECTI0HS 


MED. 

RUN OF 
CASTINGS 


HARD 

SEMI- 
CHILLED 
CASTINGS 


SOFT 
.10-. 15 
CARB. 
STEEL 


MED. 

A'Nro 

CAST 
5TEEL 
45 CARB 


HARD 

TIRE 
ScSIMI- 
URHARD 
STEELS 


C,- /> Direcf-ibnof • 


k 


h 








375.2 


187.6 


85.4 


■h 








2450 


\IZ.5 


55.7 


1 
16 








160.3 


80.5 


36.4 


h 


^ 


149.8 


74.9 


43.G 


319.0 


159.6 


72.8 


1 


iio.e 


552 


3.22 


209,3 


1043 


47.5 


-k 


T7.0 


384 


£2.4 


136.5 


68.3 


31.0 


• ^^ >r\\ _A' 


r ^ 

H 


^ 


60.9 


30.5 


17.8 


1064 


53.3 


24.2 


i 

JL 




1 .^^ W^\ 


i 


A 


138.6 


69.3 


40.3 


287.0 


143.5 


65.1 


^ 


lOE.E 


51.1 


29.8 


187.6 


938 


42.6 


ik 


71.4 


35.5 


20.7 


122.5 


61.3 


£7 8 


ik 


57. E 


eae 


it.S 


95.9 


47.8 


£1.7 




V, 


! 1 


L^ 












i 


47.8 


235 


14.0 








1 


TOOL CUTTING 
ANGLES 


CAST IRON 


STEEL I 




6^ 


ies.3 


6E.5 


36.4 


£45.7 


123.2 


559 


SOFT 


MED. 


HARD 


SOFT 


MED. 


HARD 


,^ 


924 


46.1 


26.8 


IGI.O 


80.5 


36.5 


BACKSLOPE A 


11° 


11° 


6° 


12^ 


11° 


6^ 


w 


64.£ 


31.1 


18.7 


105.7 


52.9 


£40 


LIP ANGLE B 


1\- 


71' 


77' 


69 


71 


76 


^ 


51.1 


^5.5 


149 








SIDE SLOPE ^C 


ir 


7e" 


4° 


sr 


Ik' 


4^" 


i 


43.£ 


21.6 


l£.6 








SCLER05C0PE 
HARDNESS FOR 
MATERIAL 




















WORK FOR WHICH THIS TOOL IS ADAPTED 

I.RouqhinqCufs. 

Z.FmishingCufs when Small Feeds are Used . 

3. Feed Tonardihe Leff w'ifh R. H. Tool and Toward the 
Righiwifh LH. Tool-Speeds are based on Tool Axis 
being Inclined 60^5 fo Line of Feed. 

4. lidfAdaphdfor Finishing Work which Requires 
Sharp Angles in Confvurs . 

B. men Tools is Cooled bu a Large Stream of Wahr, 
Increase Speeds by 15 Per Cent d. For Special Sharp 
Pointed Tool Contours UseSOPerCentTabulated 


4 


^ 


11 6.9 


58.3 


34.0 


223.3 


112.0 


50.8 


-v 


66.1 


43.0 


25.1 


146.3 


73.5 


33.2 


Te" 


59.9 


£9.9 


17.5 




, 




* 


47.6 


23^ 


13.9 






















1 


1 

6* 


I06A 


532 


31.0 


I960 


98.0 


44.5 




ISA 


39.S 


£2.8 








ik 


54.6 


27.3 


15.8 




































(A)OnStra 


ist 


rtSha 


nkToc 


^fs. 








_J 



Figure 60. Feeds and Speeds in both Cast Iron and Steel 
FOR %-Inch Special Tool Holder Roughing Bit 



d On orders for new construction work the two 
other copies shall be forwarded to the supervisor of 
maintenance. He shall file one copy as a follow-up and 
send the other copy to the foreman who is to do the 
work if all the work is to be done in one department. 



223 

When the work is completed, the foreman shall return 
his copy to the supervisor of maintenance, who shall 
inspect the work and forward the order to the Cost De- 
partment marked ''Finished.'^ The supervisor of 
maintenance shall retain his copy as a permanent rec- 
ord of the work 





B 


Si 

U- 


. CA9T IRON 


STEELS 


V Tool Contour and Anales 


50 FT 

8c 
HEA.VY 

Sections 


MEO. 
\VERA6E 

RUN 

OP 
CASTINGS 


.HARD 
SEMI- 
CHILLEO 
CASTmSS 


eoFT 
.10 -.15 
C^RBON 
STEEL5 


NED. 
NN'l'O 
•CKST 
STEEL 
W CARBON 


H/\RO 
Tl.RE &. 
SIMILAR 

HARD 
STEELS 


•^■A. 


h^ 


R.H. Shown. 


^/ 


]-. 


^ r 


~\ // Direction \ 


k 


h. 














\ 


^ \ 


y 


— 1 


\// 


of Feed 


'J? 
















^^C:r^ 




^■a 




n. 














X -.c-« 










31 
32 


X 


IJ2.fc 


70.0 


44.5 


325.5 


Ife3. 1 


74.2 


. ^. ^ 


JS 


115.5 


57.7 


33. Q 


21 1.4 


109,2 


49. G 


h 


S2.fc 


41.2 


24.0 


146.3 


73.5 


33,3 


i 

1 . 


\ \ \ \-^|_, r ^ 


k 


66,5 


33.2 


18.9 


lis. 5 


57.9 


26,0 


W"XS^^ 


l" 




1 
8 


• ■■ /— 


140.0 


^3.8 


40.7 


289.1 


144.9 


65,7 


w, 





1 LL 
1 1 
1 1 


:^ 


J 1 




.fp 


7.5.6, 


37.7 


21.9 


193.9 


97.3 


44.0 




1 \ 
\ i 


7k 


GO. 9 


30A 


17.7 


130.2 


G5.0 


89.5 


^ 


.5f> 


PQ>.0 


J5J 


/02.9 


SI. A 


23.3 


r y 






? 


+ 1.5 


Z0.8 


12.1 


86.1 


43.1 


19.6 














3 
16 


S* 


1^3.9 


62.0 


36.1 


245.0 


122.5 


55.7 


TOOL CUTTIN© 
AN&LES 


CAST IRON 


STEELS 1 


1 


33.8 


4&.9 


27.3 


K45 


82.fc 


37.3 


SOFT 


rtED. 


HARD 


SOFT 


MED. 


HARD 


4 


GG.9 


33.5 


19.5 


109.9 


55.1 


25 


B^CK SLOPE ^ 


ir 


,r 


6° 


'2r° 


ir 


%r 


.A 


.T4,0 


P7.0 


(5.7 


S7.5 


43.6 


19.8 


LIP ^NeLE 8 


71 


71 


77 


69 


71 


76 


^ 


4G.2 


23. 1 


13.5 








SIDE 'bLOPE C 


n° 


-rr 


4-° 


H' 


7i° 


H' 


5CLER05COPE HARD- 
NESS FOR ^^TER\AL 














k 


37.0 


18.4 


10.7 








i 


GA- 


114.5 


57.3 


33.4 


219. 1 


109.9 


A3.d 


WORK FOR Y/HICH THIS TOOL IS ADAPTED. 
h Roughing Cuts. 

l-Finishing Cuts vrhai small Feeds are used . 
3- Feed toward the Left with RH. Tool and tonard the Right 
■ wifh L.H. Tool -Speeds are based on Tool Axis being 
. inclined 60°- 45° to Line of Feed. 
^- Hot adapted for Finishing Yiork which requires sharp Angles 

in Contours. 
5-V<hen fool is cooled hya Large Stream of Speeds ^ increase 

Speeds bu 15%. 
^-ForSpecial Sharp Po'infed Tool Contours use 90% Tatu la-fed SptetA 


^ 


S6.8 


43.3 


25. 2 


147.0 


73.5 


33.4 


A 


£1.8 


30.9 


la.o 


99.1 


49.3 


22.4 


# 


49'^ 


24.9 


14.5 








? 


42.7 


21.3 


12.4 








1 


S-4- 


1.02.9 


51.4 


30.0 


]80.3 


94.5 


42.9 


4. 


77.7 


38.9 


22.7 


l£fc.T 


63.2 


28.7 


/? 


5S.5 


27.5 


IG. 1 








* 


44.S 


2.^.4 


13.0 








t 


















75 Mngi 


i)(A 


)U„ 


irrt 


^'^ 








.. 1 



Figure 61. Feeds and Speeds in both Cast Iron and Steel 
FOR % 6-Inch Special Tool Holder Roughing Bit 



e On orders for new tools, jigs, fixtures and dies the 
two copies shall be forwarded to the supervisor of pro- 
duction. If he determines that it is work to be handled 
by the Maintenance Machine Shop, he shall send both 
copies to the supervisor of maintenance and he shall 
proceed as under paragraph d. If the work is to be 



224 

done in a Production Department, one copy shall be 
given to the proper foreman, and the other copy filed 
in the Control Department as a follow-up on the job. 
When the job is completed the foreman shall return 
his copy of the order to the Control Department, where 
note shall be made of the completion of the job and for- 
warded to the Cost Department. The Control Depart- 
ment shall file its copy permanently as a record. 





f' — 

■ ^ 

§1 

u. 

z 


CAST IRON 


STEELS 


V ^ 

;{;-/ 
^'/> 


To 


ol Contour 


and 


Anal 


es. 






SOFT 

an'l'o 

HEAVY 
SECTIONS 


MEO. 
WERASE 

RUM 

OF 
CAST1N6S 


HARD 
SEMI- 
CHILLED 
CASTtUSS 


^OPT 
.\0-.l5 
CARBON 
STtEL5 


MED. 
NN'L'D 

CKST 
STEEL 
W CARBON 


HARD 
TIRE 8c 
SIMILAR 

HARD 
STEELS 


R.H. Shown. 


\^ 


'%_ 


\ -^// 


Direction 


A 


il 


120.4 


60.2 


35.1 


2275 


1 14. 1 


517 


\ 


\ \ 


:-.// 




of Feed. 


fe 


85.4 


427 


249 


155.4 


777 


35.2 




^v^::ri^T- — ^^-^ 


_ 


i 


61.3 


307 


179 








\ -eo^^s 










1 




i 


n 


109.9 


55.0 


32.0 


200.2 


100.1 


45.5 


^.. l- 


4 

■v. 


h 


78.4 


39.0 


227 


136.5 


68.4 


31.0 


S 


65 1 


325 


189 


93.1 


46.6 


21.2 


j 

i 

1 


W-^ r 


A 


^ 


124.6 


62.2 


36.3 


2464 


123.2 


56.0 


ri 




n 


95.9 


478 


279 


IG8.0 


840 


38.Z 


ri' rS 


1 


Ic 


! 1 




ii 


70.0 


35.0 


20.4 


1 14.8 


574 


26.1 


j 




^ 


637 


28.3 


16.5 


91.0 


45.6 


207 


i 


48.8 


244 


I4-.2 


784 


39.1 


17.7 


•i-' ^- 


/ 






Ti 


394 


197 


11.5 




















T 


^. 


II4.I 


56.9 


33.1 


218.4 


109.2 


49.6 


TOOL CUTTlhS 
AvNSLES 


OAST < RON i 


STEELS 


h 


875 


43.8 


25.5 


149.1 


74.2 


33.8 


SOFT 


riED. 


HARD 


SOFT 


MED. 


HARD 


J. 


G3.6 


31.8 


18.5 


101.5 


50.8 


23.1 


BACK SLOPE ^" 


ir 


If 


6° 


,2f 


ir- 


H° 


^. 


518 


25.9 


15.1 


81.2 


40.4 


18.4- 


LIP ^N.&LE B 


71 


71 


77 


&9 


71 


76 


i 


447 


22.3 


13.0 








SIDE &LOPE C 


IV 


-rV 


4' 


er 


li" 


4-i* 


SCLEROSCOPE HARD- 
NESS FOR MATERIAL 














_^ 


. 36.1 


18.0 


10.5 








i 


64. 


100.8 


50.5 


294 


185.5 


92.4 


42.0 


WORK. FOR WHICH 


TUIC, 


rnni 


lA fi. 


nAPT 


cn 




n 


777 


38.9 


22.6 


1267 


63.2 


28.7 


1- Roughing Cuts. 

I'Finishing Cuts when small Feeds are used . 

3- Feed toward the Left with R.H. Too/ and toward the Right 

with LH. Tool -Speeds are hased on Tool Axis being 

inclined 60"- 45° to Line of Feed. 
^- hot adapted for Finishing Work which requires sharp Angles 

in Contours. 
5-When Tool is cooled bga large Stream of Speeds, hicrease 

Speeds bu 15%. 
erForSpecial Sharp Pointed Tool Contours use 90% Tat>ulated Speed 


A 


56.4 


28.2 


164 


86.1 


43.1 


19.6 


A 


45,9 


23.0 


134 








i 


39.6 


19.8 


11.5 








i- 


i-. 


93.1 


464 


270 


165.9 


82.6 


376 


A 


71.4 


35.7 


208 


113.4 


565 


25.6 


Tl 


51.9 


25.9 


15.1 








^ 


4E.3 


21.2 


12.3 








i 


3£^ 


,6. 


10.4 








7- Angle (A J 


15 the samec 


?s Angi 


?{A)on 


biraig 


nt 


S/7< 


7nf( 10 


"' 1 



Figure 62. Feeds and Speeds in both Cast Iron and Steel 
FOR %-Inch Special Tool Holder Roughing Bit 



469 3 Construction Sub-Orders. 

a Where more than one department is to do work 
on a Construction Order, Construction Sub-Orders shall 
be made out showing the department to which issued, 
the S-Order number as shown on the Construction 



225 

Order, date issued, date wanted, where to deliver work 
when finished, blueprint numbers, description of work 
to be done, and signature of person issuing. 

h On orders for new construction work, the super- 
visor of maintenance shall retain both copies of the Con- 



FEEDS AND SPEEDS TO USE WITH TOOL SPECIFIED BELOW 




a 
Si 


CAST IRON 


STEEL 


Tool Contour and 
^O'-lOo;' ^nqies R-,q;,+ Hand 


SOFT 

A'N'L'D 

8c 

HEAVY 
SECTIONS 


MED, 

A!/ERA& 

RUN 

OF 

CA5TIMC 


HARD 
SEMl- 
CHILLED 
CA5TING6 


SOFT 
.10-15 
CARBOri 
STEEL 


MED. 


HARD 

TIRE fe 
SIMILAR 
HARD 
STEELS 


A-NVD 
CAST 
STEEL 
*5C^RM 




1^^^^ 


/.. Shown. 

_^— p <mi Direction 


u^<c- 


^ 


^-u 


j- 

16 


(o4- 








348.4 


174. £ 


79.3 




Tt 








227.5 


113.7 


51.7 










148.8 


74. T 


33.8 


3 

32 


fo^ 


139. 1 


£9.5 


40.4 


29&,4 


148,2 


£7.G 


k 


10^.7 


51. cl 


29.9 


194.8 


9G.8 


44. 1 


Th 


71,5 


35. Q> 


20.8 


12G.7 


£3.5 


28.8 




T->-'-^ I 


Q; 


h 


5G.5 


28 A 


IG.5 


38.8 


49.5 


22.4 


1 

a 


h 


\l&.l 


G4.3 


37.5 


Z(o5.5 


133.2 


GO. 5 






k 


34., 9 


47.4 


£7.6 


174.2 


87./ 


39.(2, 


J- 

16 


£G.3 


33.0 


19.3 


113.7 


SG.9 


25.8 


( y y 


u 




J 










A 


53. 1 


2G,2 


15.3 


ds.o 


44.4 


2(7.2 




s 


44.4 


22.2 


13.0 








>3 


f^ 


1 IG.3 


58.1 


33.8 


228.1 


114.4 


51.9 


TOOL CUTTING 
ANGLES 


CAST IRON 


STEEL 1 


tt 


35.8 


42. e 


24.9 


149.5 


74.7 


33.9 


SOFT 


MED. 


HARD 


SOFT 


MED, 


HARD 


k 


59.6 


29.8 


17.4 


98.1 


49.2 


22.3 


BACK SLOPE A 


13° 


13° 


T 


I5« 


13' 


a- 


h 


47.4 


£3.7 


13.8 








UP ANGLE B 


71" 


7I« 


IT 


(^9° 


71" 


l(o' 


k 


4(7./ 


to.o 


I/.7 








SIDE SLOPE C 




















SCLER05C0PE 
- HARDNESS 
FOR MATERIAL 




























1 
4 


ZK 


1(78.5 


S4.2 


31.5 


207.3 


104,0 


47. 1 


Tz 


79.9 


39.9 


23.3 


135.8 


68.2 


30.8 


WORK FOR WHICH THIS TOOL 15 ADAPTED 

/- Roughing Cuts- 

2- Finis hing Cuts when Small Feeds are used- 

d- Feed either fonard the Right or Left. Speeds are Based 
on Tool Axis being Perpendicular to the Line ofFeed-Y/hen 
Inclined 6,0°- 45 to Line of Feed, Increase Speeds by 3%. 

^- not ada'pfedtor Finishing Work which Requires Sharp 
kngles in Contours - 

5- Yfhen Tool is Cooled bya Largs Stream of Water, 
Increase Speeds by IF% . 

6 - For Special Sharp Pointed Tool Contours, use 90% of Tabula- 
ted Speeds rthm hrpendicular to Line of Feed .and ^S'vhen 


iZ 


55. <i 


21.3 


IG.E. 








1 


44. e 


££.1 


12.9 






















1 


i-. 


95.5 


49.4 


£8.7 


182,0 


91.0 


4/. 3 


h 


72.8 


3GA 


21.2 








k 


50.1 


25.3 


14.7 


















































he 


lire 


d60°-1-t 


"V///? 


Lima 


fFeed 









Figure 63. Feeds and Speeds in both Cast Iron and Steel 
FOR %-Inch Tool Holder Roughing Bit 



struction Order and make out a Construction Sub-Order 
in duplicate for each department which is to do work on 
the order, retaining the duplicate copy attached to the 
Construction Order and sending the original copy to 
the proper foreman. 



226 

c On orders for tools, jigs, fixtures or dies the fore- 
man of the tool room shall receive his copy of the Con- 
struction Order from the Control Department, as usual. 
He shall issue a Construction Sub-Order on each de- 
partment that is to do work on the order, forwarding 



FEEDS KND SPEEDS TO USE WITH TOOL SPECIFIED BELOW.. 


O rx. 


UJ - 


CAST IRON 


9TEEL 


Tool r.OM+ojrv n-nri tn-rnlflc 


50PT 

8c 
HEAVY. 
5ECT10MS 


MED. 
AVERA6E 

RUN 

OF 

CASTIN&S 


HARD 
5EM1- 
CHILLED 
CA5TIN6S 


SOFT 
.10-15 
CARBON 
STEEL 


MEO. 
KN'L'D 
CAST 
STEEL 
45C^RB0^ 


HARD 
TIRE & 
SIMILAR 

HARO 
STEELS 






°)0°-m\ 


Di reef ion 
/of Feed. 

MS 


/ 


H 


-rs. 


I 

re 


b>r 








' 








\ 


-14- 


k 














■t_ L 


^^^^IZII^ 


— i'LA L 


-<b 














^V^ »'"^ r 


" 




~h 




k 


k 


141.7 


^5.0 


41.3 


302.2 


151.4 


60.°> . 






k 


I07.e 


53.G 


31.2 


I9&,3 


101.4 


46.0 


r^r\\\ 


X"^ 




N 


k 


7G.T 


38.8 


^l3 


135.8 


G9.2 


■30.3 


<n|«5 
1 


V'-x"" it" 


^ 


.^ 




*• 


ei.7 


30.8 


I7.G 


107.2 


S3.8 


24. P 


\ 1^ 


^ 




L 
8 


t. 


130.0 


64.8 


37.8 


268.4 


1345 


GI.O 


k 


98.1 


49.0 


28.6 


180.0 


30.3 


40.8 . 


k 


70.2 


35.0 


20.4 


120.9 


^0.3- 


2T.4 ' 


i - 


56.5 


Z8.Z 


Its 


95.5 


4T.T 


21,7 


1;> . 


/ 






w - 


4S.3 


£4,1 


14.1 


T9.9 


40,0 


\S.Z 








.' 




k 


§?■ 


115.0 


57,6 


33. £ 


227.5 


113.7 


51.7 




TOOL OUTTm& 
AN6LE5 


OAST IRON 


STEEL I 


h' 


87.1 


43.6 


25.4 


152.7 


7&.7 


34.7 


SOFT 


MED. HA 


=^D SOFT 


-lED. 


HAvRO 


jk 


«.2 


31.1 


18.1 


102.0 


51.2 


232. 


BACK &LOPE A . 


13° 


13" 7 


° 15° 


13° 


8° 


h 


50,1 


£5.1 


I4.G 


d\.Z 


40.5 


1^.3 


LIPAN&LE B 


71° 


1\° 11 


" 69° 


71° 


76° 


f 


42.3 


21.4 


12.5 








SIDE SLOPE C 





C 











5CLER05C0PE HARD- 
^ES5 FOR MATERIAL. 






' 






^ 


34.3 


IT.I 


10.0 








k 


64 


•0G.& 


53.2 


3\.0 


203.4 


1020 


46.2 


WORK FOR WHICH THIS TOOL IS ADAPTED. 
/- Roughing Cuts. 

l-FmiehingCvts when small Feeds are used. 
3-Feedeifher toward the Highf or Left. Speeds are based 
on Tool /Ixis being Perpendicular to the Line oF Feed- Yfhen 
mdined 60 "-45'' to L ine of Feed,- increase Speeds by 6 %. 
4- ^ot adapted for Finishing Y/ork which requhvs sharp Angles in Confoun^ 
Sr ^hm Tool is Cooled by a large Stream of Water, increase Speeds by 15% 
b-For Special Sharp Pointed Tool Contours, use 9(7% of 
■ Tabulated Speeds yfhen Perpendicular fx> Line of Feed y 
and 98'^'' "'^-"' '^^^I'—y^cno-A^o^i^h i ;>t^ r,.f f/>^/V 


jk 


50.G 


40.2 


£3.4 


I3C.5 


&9.2 


31.0 


T^ 


.57.4 


28.7 


IG.7 


91. G 


AS.S 


10.9 


^ 


4&.3 


23.2 


135 








i 


39.7 


195 


ll.S 








1 


^ 


95.5 


47.7 


27.g 


174.0 


Bl.l 


39. B 


1^ 


72,1 


3G.\ 


21.1 


117. (i 


53.1 


26.7 


T^ 


51.5 


15.1 


\S.O 








A 


41.6 


eo.g 


12.1 








i 
















■ 










_l 



Figure 64. Feeds and Speeds in both Cast Iron and Steel 
FOR % 6-Inch Tool Holder Eoughing Bit 



the original copy and retaining the duplicate attached 
to the Construction Order. 

d Upon completion of the work, the original copies 
shall be returned to the supervisor of maintenance or 
the foreman of tool room, and note made on his copy of 
the date the Sub-Order was finished. 



227 

6 When the Construction Order is finished, it shall 
be returned, with Sub-Orders attached, to the Cost De- 
partment, as outlined in paragraph 2d, 

470 4 Requisitions for Material. 

Requisitions for material to be used on Construction 
Orders or Sub-Orders shall bear the S-Order number 
that the work is being done on. Labor, material and 
overhead shall be charged in on all Construction Orders. 



It 


UJ z 

Ld - 


CAST IRON 


5TEEL 






Tool Contour and 
^O'-IOO'j, 










SOPT 

an'l'd 

& 

HEAVY 

5ECT10MS 


MEO. 
AVERA6^ 

RUN 

OP 

(>STm6S 


HARD 
5EM1- 
CHIUED 
CA5TIN65 


son 

.10-15 
CARBON 
5TEEL 


ANVD 
CAST 
STEEL 
«CAR6» 


HARD 

t;re& 

SIMILAR 
HARD 
STEELS 


'^ - 




Direction 
/of Feed. 


[ 




H 


i^ 


3^ 


3^ 


1 1 1.8 


559 


32.6 


211.2 


105.9 


4-8,0 


.i . 


\ 




-^ 






rfe 


1^3 


396 


231 


144.3 


72.1 


32.7 


■^*- 


^^ — i.l L.. 




i 


1570 


285 


166 












1 




-"^C^^ 1 




1 


i 


5t 


102 


5 1.0 


29.7 


185.9 


92.9 


423 


wV\ y 


< 


^ 


728 


362 


21 1 


126.7 


63.5 


28.8 


i 


52 1 


26.0 


152 


86.4 


43,3 


19.6 


1 . 


y^^-^. 


J 


16 


ii 


1157 


577 


33.7 


22a8 


II4-.4 


520 


L 


i : 




3i 


890 


4-44 


259 


15 6.0 


78.0 


35.4 


L'-"'"k" 

\ J 


6'- 


re 


65.0 


325 


189 


106.6 


53.3 


24 2 






^ 


59.1 


26.3 


153 


845 


42.3 


193 


i 


4 5.5 


2 2,6 


132 


72.8 


363 


16.5 


%- y 


tk 


366 


18.3 


107 
















^ 1 


T 


g? 


1059 


52.8 


308 


302 8 


101.4 


46.0 


TOOL OUTTm& 
ANSLES 


OAST IRON 


STEEL 


J5 


612 


4-0.6 


337 


1384 


689 


31.4 


SOFT 


MED, H 


\R0 


SOFT 


MED. 


HA^RD 


Tt 


590 


295 


17 2 


94 2 


471 


214 


BACK SLOPE A 


13° 


13° 


7° 


,5' 


13° 


8* 


3% 


48.1 


241 


I4i0 


75.4- 


375 


171 


LIPAN6LE B 


71' 


71° 7 


7° 


69- 


71' 


76- 


SIDE SLOPE C 




















i 


41.5 


207 


120 








SCLEK09C0PE HARD- 
NESS POR MATERIAL. 














T^ 


335 


167 


98 








i 


g* 


93.6 


469 


273 


172.2 


85.8 


390 


WORK FOR WHICH THIS TOOL IS^P^PTEO. 

l-Roughmg Cuts. 

2-FiwshjngCu-h when small Feeds are used 

3-Feed eii-her toward the Fight or Lett. Speeds arv based 
or? Tool /?x is toeing Perpendicular to the Live ot Feed-Ylhen 
inclined 60 "~ 45' to L ine of Feedt incease Speeds i>y e '/»■ 

4- Unt adapted tor Fmislting Work which requires iharp Angles ]n Confom. 

5- When Tool is Cooled i>i/ a large St nram of Water, increase Speeds h//S% 
e- For Special Sharp Pointed Tool Concurs, use 90% of 

Tat>ulated Speeds when Perpendicular to Line of Feed ^ 
and 3d ^ whan inriinod fii) "-dS'with L ine of Feed. 


3^ 


72.1 


361 


210 


117 6 


586 


266 


T^ 


523 


261 


152 


799 


40.0 


18.2 


A 


427 


21.3 


124 








i 


36.8 


18.3 


107 








T 


jk 


864 


43.1 


25.1 


1540 


767 


349 


fi 


G6.3 


33.2 


193 


105 8 


52.5 


238 


it 


48.2 


241 


14.1 








A 


39.3 


196 


11.5 








i 


33 9. 


169 


96 






























_l 



Figure 65. Feeds and Speeds in both Cast Iron and Steel 
FOR 1/'2-Inch Tool Holder Roughing Bit 



471 Moving of Machineky and Equipment. 

Purpose of Method: To provide a means of ordering the 
moving of machinery or equipment, and of giving the Cost 
.Department a notice so that they may change their records 



228 

if the movement is from one department to another, or if 
sold or scrapped. 

472 Method Handled by— 

1 Supervisor of production. 

2 Supervisor of maintenance. 

3 Foreman of carpenters and millwrights.- 

4 Cost Department. 



FEED5ANP5PEE05T0U5E WITH TOOL SPECIFIED BELOW 



6i2 

Si 

lU 
Q 



3£ 



3. 



5ECTI0[CCA5riN6J 



4 



CAS" 



SOFT 
A'Nl'D 

& 
HEAVY 



HARD 



MEO. 



^YERA6E5EMi 



I I TO 



86.4 43.£ 



61.4 



I0J.3 



Id.O 



55.^ 



II7G 



91. £ 



G7G 



5S.3 



47. 3 



33.0 



10G.Q> 



IRON 



RUN 
OF 



SOFT 

.I0-.15 
CHILLED CARBON 
CASTIj<6S STEEL 



58.6 



30.7 



5dB 



38.8 



276 



587 



45'.8 



33.6 



£7 6 



£3.9 



19.5 



53.3 



34.2 



£5.1 



179 



30.8 



22.6 



6.\ 



34.2 



aG.l 



/9.6 



16.1 



13.3 



11.3 



31.1 



STEEL 



MED. 

A*N'L'0 
CA5T 
STEEL 
.45CARB. 



221.0 



I5e.7 



192.4 



133.2 



92.3 



232r) 



160.5 



I II. I 



89.7 



773 



G2.0 



£04.: 



TIRE 8c 
SIMILAR 
HARD 
STEELS 



I 10.5 



7€7 



9G.2 



6G3 



46.1 



16.3 



80.6 



J5.6 



447 



38.5 



31.0 



102.0 



HARD 



50. 



34.7 



43.7 



30.2 



20.9 



52.7 



36.5 



E5.^ 



20.3 



174 



i4.r 



4G.4 



TOOL CONTOUR AND ANGLES 
' SO-/qol 

i^-> Di'recffonof 

— -^ h- lolca 



il_L/ 




TOOL CUTTl N6 
AN6LES 



BACKSLOPE A 



CAST IRON 



HARD 



MED.50FT 



\y 



STEEL 



HARD 



15° 



MED. SOFT 



13° 



33.2 



41.6 



24.2 



1417 



70.8 



32. 



UPANGLE B 



71' 



77° 



69- 



7/" 



IG' 



61.2 



30.6 



n.d 



98.1 



495 



22.2 



3UDE SLOPE C 



A 



J0.3 



£51 



14.7 



78.6 



39.3 



178 



43.G 



21.7 



12.7 



GT6 



33.8 



15.4 



SCLEROSCOPE 
HARDNESS FOR 
MATERIAL 



354 



\Q.Q 



10.3 



33.G 



4G.8 



27.3 



172.2 



66.4 



39. 



7^8 



3 £.5 



21.3 



\^!d 



5d.l 



27.1 



537 



2 €.9 



5& 



52.5 



41.3 



\8.1 



442 



22.1 



125 



G6.3 



33.2 



5. 



35.2 



19.1 



85.8 



42.8 



249 



52.1 



7G.0 



34.5 



669 



33.4 



IS.5 



05.3 



52.5 



23.9 



49.1 



24.5 



14.3 



72.8 



363 



\6.5 



40.3 



20.2 



34.9 



IT4 



10.2 



WORK FOR WHICH THIS TOOL 15 ADAPTED 

I.RoughihgCids. 

2. Finishinq Cufs when Small Feeds are Used 
3.fea.dermerfowardfh'eRigH-orLefi-Speedsare 
based on Tool Axis being Perpendicular to the L ine 
of Feed- whenJnclinedQ0-4S°fo Line of Feed increase 
Speeds bgdPerCenf. 

4 NofAdapi^d for Finishing Work which ffequ/res 
Sharp Angles in Con fours. 

5. When ToolisCooledbyaLargeSfreamofWafer^Increase 
Speeds bu 15' Per Cent 

6. ForSpecial Sharp Poirrbed ToolConhurs Use 90 Per Cent 
of Tabu lahd Speeds. Yihen Perpend icularfo Line ofFeedand 
SdfirCenf rrfren fncl/nedeO^S'mfh Line of, Feed. 



Figure ^^. Feeds and Speeds in both Cast Iron and Steel 
FOR %-Inch Tool Holder Roughing Bit 



473 Procedure in Handling: 

1 Whenever any machinery or equipment is to be 
moved, whether within a department or from one depart- 



229 

ment to another or to the yard to be sold or scrapped, a 
Maintenance Order shall be made out in three copies. 

2 The Maintenance Order shall show the department 
issuing, account to charge, date issued, date wanted, ma- 
chine number, location of machine, and, under ' ' Nature 
of Work,'' the name and description of the machine and 
the department where it is to be moved and set up. 



Multiplication Factors for Other Arcs of Contact =A. 




100- 


1 10* 


120- 


130' 


140' 


150° 


ISO- 


170° 


1 SO- 


190- 


300- 


210- 


.70 


^5 


79 


83 


87 


.91 


94 


.97 


LDO 


1,03 


1.05 


1.07 



Curves are Drawn for 180" Arc ©f Contact 











































■\ 


















/ 


^ 




\ 
















/ 


/ 


106.5 Lb. p 


erinc 


h \ 












y 




ofn 


idth. 






\ 










\o/ 




^ 




^ 


"V 


\ 


\^ 






/ 




A 


y^ 


Inifia 


1 Tem 


ion _ 


\ 


\ 


\ 






/ 


/ 


/ 


1 


ILb.perInc 
1 


'idfh. 


\ 


S, 




/ 




/ 




^^f- 










\ 






,A 


/ 


,^ 


^ 




Imfi 


alTe 


nsion 


^ 


\ 




/ 


/, 




^ 






35.5 L 


1? per Inch 






\ 


^ 


^ 

























z 


CAST IRON 
WITH 

LEATHER 
FACE 






c3 


11 


04 


lii 


^ 


X 


Ifi 


CAST 
IRON 
WITH 
CORKS 


vC 


ill 


o 
o 



Velocity of Belt in Feet per Minute 
/. Belt Speeds, should be kept between 3750 and 4Z50 Feet per 
hinute if Possible . 

2. Limiting Diameters are 6" for Pouble and ZQ" Triple Belts. 

3. Then Widffrof Belt = ^o'-^^Poyy^r to be Transmitted . 

Curve Value xAxB. 



Figure 67. Horsepower Transmitted by Standard 
Leather Belts 

3 If the machinery or equipment is used by one of 
the production departments, the order shall be made out 
and approved by the supervisor of production, who shall 
retain one copy in his book and send the other two copies 
to the supervisor of maintenance. 

4 If the machinery or equipment is used by one of the 
maintenance departments, the order shall be made out by 
the supervisor of maintenance, who shall retain one copy 
in his book and handle the other two copies in a similar 



230 

manner to any he may receive from the supervisor of 
production (see paragraph 3 above). 

5 One copy shall be filed in the Maintenance Office 
according to serial number and the other copy given to 
the foreman in charge of carpenters and millwrights. 

6 When the machinery or equipment has been moved 
and set up as ordered, the foreman in charge of carpen- 
ters and millwrights shall fill in the date finished and 
return his copy to the Maintenance Office, marked 
^^ Finished.'' 



DRILL CUTTING A^NGLES 
59" 




ItsFORMATlON 
USE PlSNTy of oil -fLOOD ffORK 
POSSIBLE. 

PffOPER CUTTlne, £D6e. 59°. 
PfiOPEf! CLE/JPJJNCE fi^6LE /?* 
TOO LfPSS fEED C/JJSaS CHIPPING Of SPSS. 
TOOHIdH SPEED CMSES f/ EPRir<6f<^fY Of COlftt£i 
FROPER SPiP^L /JN6LE5 !0° TO 35' 




REAMER CumN& ANSLES 




^ORM^TlO 



</S5 PLENTY OP Oil- PlOOD yVORK iP POSSIBLE . 
HE6ftTive nfxa - ss' 

HELIC/IL FLUTED - lO'yflTH J^XlS OP REJ^t^ER 
ZFRCE CurTine eoSES uiEUENLY yJROumPBRrrSR. 
£CCENTRIC RELIEF POP M/JCHiNE JJNO ELJJT FOR 
H/JND REAMERS „ , „ , « , 3 , 

WIDTH Of LP'iDS - '-^/ FOR ^ . ^,6 FOR I , %? f^Qf! 3 ' 



TKP CUTTING ANGLES. 




SWEEP CUTTiNe ANGLES 



-^d-g^- 



59S/5 



INFORMATION . 
USE PLENTY OF OIL - Flood work iF P04siBl£ 
SHOULD BE NO RELIEF FOR '/^ OF WIDTH OF 
LfJND - REMF:nDER RELIEVED ON BOTH TOP 
FND J^NSLE of THRE/fD :- ABOUT Z" 
BjfCK TAPER TO TAP, TH/TT IS, TOYVARD SHANK 
SHOULD BE 001 PER INCH OF LENGTH 




INFORMATION 
V5E PLEriTY OF OIL - Flood WORK IF POSSIBLE 

Clearance AN6LE FOR Cutting edge should BE io° 

BACK TAPER SHOULD BE .0O9 PER INCH 
BACK OUT COUNTERBORE AND CLEAIS 
OUT CHIPS', AFTER BOR1N6 DEPTH 
EQUAL TO HALF IT3 DiAMETBR 



SPEEDS OF CUT IN FEET PER MINUTE - CARBON &: Hl&H SPEED TOOLS 



FEEDS IN INCHES PERKEV DRILLS CREAMERS 



MATERIAL MACHINED 



DRILL REAHER 



DRILL REAr.ER 



0002 



25 



2Q 



0004 



^^ 



BP.ONXE BRASS 



Figure 68. Speeds and Feeds for Drills, Reamers, 
Taps and Sweeps 

7 The supervisor of maintenance shall then remove 
the copy from the unfilled-orders file and file it in the 
completed-orders file. The foreman's copy shall be for- 
warded to the Cost Department, so that they may change 
their records if necessary. 

8 No machinery or equipment shall be moved except 
under the direction of the foreman of carpenters and 



231 

millwrights, and only on receipt of a Maintenance Order, 
duly approved. 

9 The brass number shall always remain on the ma- 
chine, no matter where it is moved to, and in no case shall 
it be removed until the machine has been sold as second- 
hand machinery or scrapped. 

10 Any questions relative to the moving of machinery 



Thousandths of an Inch Greater or Less than Hole. 




Thousandths of an Inch Greater than Hole 



Figure 69. Allowances for Various Kinds of Fits in 
Dl4meters from 1 to 15 Inches, Inclusive 

or equipment upon which the supervisor of production 
and the supervisor of maintenance cannot agree, shall be 
referred to the assistant general manager for a decision. 

474 With product, material and equipment elements 
under control, the next factor to consider is that of labor, 
after which we can take up the matter of coordinating these 
four elements in controlling production. 



232 



Chapter XVI 
LABOR CONTROL 

475 As stated in a previous chapter, what we should 
know in order to give us a proper control of labor is, as to 
each worker— 

A Was the worker in? 

B How many hours did he work! 

C "What is his rate per hour? Or the piece rates? 

D What are his earnings for the day? 

E What different jobs did he work on? 

F How much time did he work on each job ? 

G How many good pieces did he produce on each job? 

H How many bad pieces on each job? 
I What was the standard hourly production on each 
job? 

J What was his efficiency ratio of standard to actual 
on each job? For the day? Week? Month? 

K ^Vhat is the cost of each? What should job have 
cost? 

L Does the cost and time on all jobs correspond to the 
time spent in the plant and the wages paid? 

476 To get the above information, it means that we 
must arrange for an efficient means of keeping time of 
equipment and men ; secure information as to good and bad 
pieces produced; provide a means for showing standard 
hourly production against which we can measure attain- 
ments, and record cost of time taken for work done. 

477 The mechanism used consists of the following: 

Time cards, on which to record time and production. 
Eejection cards, on which to record defective work. 



233 

Allowance cards, on which to allow worker for delays 
beyond his control. 

Identification and Move cards, on which to show rout- 
ings and identify and move work. 

Dispatch boards, as the clearing house for the above 
records. 

478 Dispatch clerks, through the medium of these dis- 
patch boards, perform all the clerical work in connection 
with labor control, many times taking over clerical work 
performed by foremen and even workmen, thus releasing 
them for more important work in connection with their 
regular duties. 

The duties of these dispatch clerks are— 

A Timekeeping. 

B Distribution of work. 

C Eecording work finished. 

D Eecording arrival of material. 

E Eecording idle equipment. 

F Arranging for proper sequence of work. 

G Eeporting on breakdowns and delays. 

H Eecording jobs being worked on. 

I Seeing that there are jobs ahead, with everything 
in readiness for them— material, tools, drawings. 

J Eecording rejections and spoiled work. 

479 Dispatch boards are provided with one spring clip 
for each man, machine, or working space, on which are 
time tickets covering jobs being worked on and jobs ahead, 
the ticket covering the job being worked on to be at the 
top, and those covering jobs ahead being behind it and ar- 
ranged in order of their sequence. See Figures 9 and 10, 
Chapter XI, for illustration of a dispatch board. 

480 If desired, two spring clips can be used for each 
man, machine or working space, the top clip for job being- 
worked on, and the lower clip for jobs ahead. 

481 It might be well to say that dispatch boards are 
located in convenient places in the shop, in which the work- 
men report when starting work, also when finishing same. 
It is often convenient to have a single-clip board at the ma- 



234 




Figure 70. Job Holder for Foundry Working Place 



cliine to hold duplicate cards of jobs being worked on, along 
with notification of next job. (See Figure 70.) In this way 
a foreman or representative of the Control Department can 
keep posted, while in the shops, as to jobs being worked on 
and jobs ahead. 



235 

482 For forms of time cards, see Figures 71, 72 and 73. 
With Figure 71, the principle is that of using an ordinary 
dollar clock with the decimal dial replacing regular dial, 
and entering time started and quit on service cards from 
this clock, with indelible pencil. 

483 In Figures 72 and 73 the principle is that of using a 
conductor's punch for punching started and quit times. 
Figures 71 and 72 are used in the ordinary methods of re- 



MACHINE SHOP SERVICE CARD 1 


ORPER 


FOR UNIT 


DATE 


DRAWIN6 
NO 


PART 


W^^^'^ 


JOB 
NO, 


&ROUPNO. SHEET ITEM 


PIECE WORK 




DAY WORK 




PRODUCTION 


TIME AND, COST | 


«TEM 


PIECES 


UNITS 


MEN 


TIME 


RATE 


costI 


ON ORDER 






LEADER 
HELPERS 


Qurr 












PREVIOUSLY 
FINl&HED 






STARTED 












FINISHED THI& 






ELAPSED 












TOTAL TO 
DA.TE. „ 






ALLOW 












BALANCE 






NET 
ACTUAL 












STANDARD 
HOURLY PRODXTION 


THIS OPERATION 


NEXTOPERATIOH 


MOVED 


NAME 


NAME 


DATE 


ACTUAL HOURLY 


MACHINE 


MACHINE 




PRODUCTION. 








DEPt 


DEPT. 


BY 






_J 



Figure 71. Standard Form of Time Card Intended 
FOR Pencil Entry 



cording and tabulating, while Figure 73 is used in connec- 
tion with electrical machines for recording and tabulation. 
484 Colors can be used to advantage in using time 
cards, as follows: 



Direct Labor— Day work. 
Direct Labor — Piece work. 
Direct Labor Loaned. 



Indirect Labor. 
Indirect Labor Loaned. 



Salmon. 

Yellow. 

Same cards, marked 
^'Transfer to." 

Green. 

Same, marked '^Trans- 
fer to." 
Work for other Departments. Green. 
Idle Time Paid for. Blue. 

Idle Time of Equipment. Pink. 

Bonus Eeport. Brown. 

Absent. Eed. 



236 

485 As can be readily seen, these distinguishing colors 
are a form of graphic presentation, for a glance at a dis- 
patch board will show the exact condition of the shop. 

486 To give a better conception of procedure necessary 



ORDER 


WORKG 


. PLACE 


WORKER 


DEPT. 


-1 










^ 




PART. NUMBER 


DATE 


HELPERS 


SEQ. 






-7- 1 




— 






II 1 .| 






STD.HRLY.PROD. 


THIS OPERATION 


FROM 


TO 


-8- 


-9- 

i I 


QUAN ON ORDER 


Made 


S. Optn. 


Oftv. 


LAST BALANCE 


Gated 
Tosether 








Computations 


-lO- 






Metal 
Spec. 
















S. Optr. 








-11- 


TOTAL GOOD 


Insptr. 




















STD. HRS. CRDT. 


Total 


Total 


Total 


BAL. TO DO. 


-12- 1 






1 1 






K-1 DESCRIPTION OF WORK 

WORKERS JOB AND TIME REPORT 






-1- 1 











-2- 1 


i- 
<- 


=1 


-4- 1 










Actl. Hrly. Prod. 


Idle 
Hours 


Wrlig.Hrs. 


O. Rate 


Overhead Cost 




-5- 1 


-« 


;- 


Wage Class 


Factor 


W. Rate 


Labor Cost 



Figure 72. Form of Time Card to be Used with 
Conductor's Punch 

to labor control, the following explanations will prove 
helpful : 

487 Direct Labor (covering Figure 73, salmon and yel- 
low time cards) is that labor performed directly on an 
article used for sale, and is reported on piece-work or day- 
work cards, Figure 73. The spaces are numbered corre- 
sponding to the numlDcred paragraphs for quick reference. 



237 



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238 
488 The Piece-wokk Caed. 

1 Factor. See Special Instructions and sample. 

2 Worker's No. Use the worker's clock card number, 

3 Date. Use date stamp and be sure that every card 
leaving the dispatch booth is dated correctly. 

4 Dept. No. Place here the number of the department 
where the worker is employed. (Consult code.) 

5 Order No. Use the order number appearing on the 
Identification and Move card. 

6 Mach. No. The number of the machine which a 
worker is operating. 

7 Operation No, The operation number shown on the 
Identification and Move card, or on the Operation Code. 

8 Operations. The total number of operations as 
shown by the Identification and Move card. 

9 To . The next operation to which the product 

goes. 

10 Class. The class of goods as shown by the product 
code. 

11 Type. The type of goods as shown by the product 
code. 

12 Description of Work. A description of the pro- 
duct. 

13 Operation. The name of the operation being per- 
formed. 

14 Defv. The number of pieces spoiled in each suc- 
cessive lot finished. 

15 Good. The number of pieces finished good in each 
successive lot. 

16 Totals. The sum of 14. 

17 Totals. The sum of 15. 

18 Labor Hours. See Special Instructions. 

. 19 Total Labor Hours. In this space should appear 
the total number of labor hours represented by that card. 

20 Std. Hour Prod. Not to be used by dispatch clerks. 

21 Act. Hour Prod. Not to be used by dispatch clerks. 

22 Mach. Hrs. In this space should appear the total 
number of machine hours represented by that card. 

23 Hours' Credit. Not to be used by dispatch clerks. 



239 

24 Checked with C C, In this space should appear the 
initials or a distinguishing check mark showing that the 
card has been checked with the *'in and out" clock card, 
and by whom. 

25 Bate. The rate per hundred for that particular 
product and operation. 

26 Cost, Kate (25) multiplied by total good (17). 

27 Quantity on Order. The total quantity ordered, as 
shown by the Identification and Move card. 

28 Last Balance. The balance remaining when the 
previous quantities finished have been subtracted from 
the quantity on order. 

29 Balance to Do. The quantity still unfinished, ob- 
tained by subtracting the total good and defective (16 
and 17) from the last balance. Note that 27 and 28 will 
in many cases be the same. 

30 Inspector's Signature. 

31 Earned for Day. Not to be used by dispatch clerks. 

32 Card No., etc. Place in this space the card number, 
number the workers' cards consecutively and place a 
circle around the last card number. Starting in the morn- 
ing, the first card will be one, the second two, etc. Cards 
for workers, if they are running more than one machine, 
are to have consecutive numbers also. No two cards to 
have the same number. 

489 GrANG PiECE-woEK. Where two, three or more indi- 
viduals are working together on a share basis, put in tickets 
for each and place the order number on each. Eeport the 
number of pieces on one ticket and mark on the other : ' ' See 
No. ^-- — ." The basis of division should appear on all 
tickets. 

490 The Day-wokk Cakd. The information required on 
the day-work card is exactly the same as the piece-work 
card, with the exception of 25— this space is not to be used 
by the dispatch clerk. 

491 Factoks. Three cards (Figure 74) are shown, repre- 
senting ten hours' work for No. 628. The cards show that 
he started work on these machines at 7 a.m. At 10 a.m. 
Machine No. 1025 stops on account of breakdown (see red 



240 



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242 




243 

card) ; Machines Nos. 1026 and 1027 continue. It is apparent 
that from 7 to 10 a.m. he is operating three machines and 
that his factor for that time is 3. To indicate this fact, draw 
a heavy line vertically at seven o 'clock, and one at ten o 'clock, 
placing a 3 between, as shown. On all three cards, the figure 
3 is the factor and is to be divided into the hours between 
vertical lines. The result is one hour on each of the time 
cards, which is placed in column 18. No. 628 is still operat- 
ing two machines, and while doing so his factor is 2. At 
three o'clock machine No. 1025 again comes back into ser- 
vice on the same order number. The same card is punched 
in and a heavy vertical line is drawn at three o 'clock on all 
three cards. On cards Nos. 2 and 3 a 2 is placed between 
this line and the one previously drawn at ten o 'clock, 4 hours 
is indicated between these lines, and when divided by 2 the 
result is 2 labor hours on each card, which is entered in 
column 18, second line. 

492 When No. 628 has completed the day's run, or at 
six o'clock, it will be seen that from three to six he has been 
running three machines, and therefore his factor is 3, or 
1 hour on each card, which is entered in column 18, third 
line. Summing up (space 19 in each card), we have 2 hours 
on card No. 1, 4 hours on card No. 2 and 4 hours on card 
No. 3, or 10 hours accounted for (1, plus 1, plus 2, plus 2, 
plus 2, plus 2 = 10). By taking the elapsed machine hours 
we have 6 hours on card No. 1, and 10 hours each on cards 
Nos. 2 and 3, which are entered in space 22. 

493 Where the factor does not divide evenly into the 
elapsed hours (as li/4 hours— factor of 3), arbitrarily divide 
the time into even 15-minute periods, as i/o, % and % hours. 

494 Bonus oe Pkemium Repokt. The Bonus or Pre- 
mium Eeport, as illustrated in Figure 75, is a supplement- 
ary card on which the dispatch clerk records the informa- 
tion necessary for the Payroll Department to figure bonus 
or premium due to worker. This report is made out in 
duplicate and held by dispatch clerk until run is completed. 
The original is handed to the worker and the duplicate is 
forwarded with the goods to the inspector and then to the 
Payroll Department. This report does not at any time take 
the place of the regular time card, either piece or day. 



244 

495 On account of the various kinds of bonus and pre- 
mium systems, the headings under ''Eecords of Perform- 
ance'' have not been printed, and will have to be filled out 
as the occasion demands. 

496 WoEK ON- Othek Depaetment Standing Oedees. The 
card used in reporting this class of labor is shown in Figure 
76. For the present use the rubber stamp "Work on 
O.D.S.O." All labor consumed in working on other than 



Bonus or Premium Report Perioo enninn ViQ.G'K Ud/J. J^j fi7/!y 

^-3 DEPARTMENT WORKERS N.M. WflHaiV SW iJ H 

BASIS OF PAYMEN T is 30 PGP H o u T Q.Q! EacH over 



J-IO-JB 



FT HO IWORKERSNO-I ORDER NO | loPE. NO LCtASS ItYPEI |piECES600pI I I COST ILCI' 

Pieces Made J Dflv. Good Bonus liarned 

300 200 . ^ .60 



3000 



ds of Performa 



Signed O. K. 



OS 



I Type 

01 



Oak 



i-e 



Asse/Tj^/e 



hd 



VW.SOD 



Heads 



A'SBLE 



Time 



P/eais 
200 



WO 



30O 



Bo lus L ue on 



eop/?c^s 



Figure 75. Card for Bonus or Premium Report 



the Home Department standing orders, except ' ' Transfers, ' ^ 
must be reported on this card. 

Fill the card out as follows (consult sample on opposite 
page): 

1 Worker's No. Use the worker's clock card number. 

2 Date. Use date stamp and be sure that every card 
leaving the dispatch booth is dated correctly. 

3 Dept. No. Place here the worker's Home Depart- 
ment number. 

4 Order No. Use the standing code order number 
shown by the order accompanying the work, or consult 
code. This order number will consist of the divisional 
designation, the department and the standing code num- 
bers, as : 2-13-27. 

5 Labor Hrs. The number of hours as shown by the 
time scale. 

6 Rate. Not to be used by dispatch clerk. 

7 Labor Cost. Not to be used by dispatch clerk. 



245 





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246 

8 Description of Work Done. Place in these spaces a 
complete description of the work performed, and always 
state here the Maintenance Order number, as : Grinding, 
28; cutters. Order No. 4539. If a machine is being re- 
paired, its number must always be given, as: Eepairing 
Machine No. 492. 

9 Complete. If order is complete, check. 

10 Incomplete. If order is incomplete, check. 

11 Earn for Day. Not to be used by dispatch clerk. 

12 Card No. Place in this space the card number. 
Number the workers' cards consecutively and place a 
circle around last number. 

497 Indirect Laboe. Indirect labor is that labor which 
cannot be charged direct to a production order or to another 
department standing order. It is expense labor and must 
be recorded with care. 

498 The same information is required on this card as 
on the card just described; the order number only is differ- 
ent. The green ('indirect") card is used. (See Figure 76.) 

499 Any labor chargeable to own departmental stand- 
ing order code is to be reported on this card. 

500 Idle Time Paid For. For allowance to workmen for 
idle time paid for, use Figure 77 and fill out same as Fig- 
ure 76. 

501 Idle Machii^e Time. This card is to be used in 
reporting idle machinery. Fill in as follows (see Figure 
78) : 

1 Date. Use date stamp and be sure every card leav- 
ing the dispatch booth is dated correctly 

2 Department. Place here the number of the depart- 
ment in which the machine is located. 

3 Machine No. The number of the machine which is 
idle. 

4 Hrs. Idle. The number of hours that a machine 
is idle. 

5 Regular. If the machine is a general machine, place 
a cross ( X ) here. 

6 Sing. Pur. If the machine is a single-purpose ma- 
chine, place a cross here. 



247 



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249 

7 Causes of Idleness. Place a cross in the space repre- 
senting the reason for the machine being idle. 

502 Checking Cards. Banking in importance with get- 
ting the information on the cards properly, is the checking 
of the day^s cards the following morning. To facilitate this 
checking each dispatch clerk is provided with a list of the 
workers' numbers in the departments covered by that 
dispatch booth. 

503 Cards are to be checked in the following manner: 
At five minutes past seven in the morning and at five min- 
utes past one in the afternoon the dispatch clerk will gather 
up the cards remaining in the ' ' out ' ' rack and hold them in 
the dispatch booth. A worker who is late will have to 
report to the dispatch booth for his time card, and at that 
time the dispatch clerk will enter on the ''Late and Absent 
Eeport,*' shown in Figure 80, the worker's name, number, 
etc. At the end of the day the cards remaining in the 
dispatch booth will be the absent workers', and they will be 
entered on the same report. 

504 From the issuance of authorizations for overtime 
the dispatch clerk will know what workers are on overtime, 
and will enter the time shown on the clock card in the 
''Overtime" Eeport, Figure 79. Night work is covered in 
the same manner. 

505 For all other workers the dispatch clerk must show 
the standard ten hours' time. Both of these reports must 
accompany the time cards to the Payroll Department. 

506 Teansfees. When a worker is transferred tempo- 
rarily, his time is to be turned in under the number of his 
own department, and with the cards from his own dispatch 
board. This does not mean that the dispatch clerk of his 
own department must fill out his cards, but that they must 
be checked and turned in to the Payroll Department with 
the balance of the department cards. The Home Depart- 
ment dispatch clerk must keep a memo card showing where 

the worker is. A rubber stamp reading ' ' Transfer to ^" 

is to be used on the cards of the transferred workers. 

507 General instructions covering the use of the above 
would be as follows : 



250 

1 Worker brings Identification and Move card (Fig- 
ure 34, Chapter XIII) to dispatch clerk. 

2 Dispatch clerk makes out time card, using the in- 
formation appearing on the Move card, such as: order 



/^ GREENFIELD TAP AND DIE CORPORATION \ 

OVERTIME REPORT 

OEPARTMFNT D*TE 




WORKERS- 
NO. 


NAME 


TIME IN 


TIME OUT 


OVERTIME 

























































GREENFIELD TAP AND DIE CORPORATION ^ 


o 






7 








DEPARTS 










WORKERS- 
NO. 


NAME 






TOTAL 

TIME 
ABSENT 










T.M.OUT 




T,-.OOT 








o 














o 






































" r\ 




















\j 


n 






o 










































































O 








- 









































































O 






n 








































































i.) 


o 






O 














kJ 
































































SIGN 


o 


















V 




































































o 
































































v_ 












D^ 



Figure 79. Card for Overtime Report Record 
Figure 80. Absence Report Record 



number, department, etc. Dispatch clerk punches time 
started and places card in rack under machine number. 



251 

The clerk also numbers the card in the space provided and 
in the manner described in the ^'Standard Instructions.'^ 

3 Worker finishes operation and reports to dispatch 
clerk. 

4 Dispatch clerk removes time card from rack, 
punches stopping time, figures elapsed time, and punches 
in a new ticket for the next job, following the same pro- 
cedure as in paragraph 2. 

5 The time card is now passed to the inspector. 

6 The inspector counts and inspects work and enters 
the quality, both good and defective. Eeturns card to the 
dispatch clerk. 

7 Dispatch clerk rates piece work. 

8 Each dispatch clerk will check time cards for full 
machine hours, full labor hours, place cards in numerical 
sequence by workers, and forward to chief dispatch clerk. 
See ' ' Standard Instructions. ' ' 

9 Chief dispatch clerk will keep a record of the time 
the cards are received. 

10 Cards will then be passed to the control clerks, who 
use them in posting the control boards. 

11 After control has been posted, the cards go to the 
progress clerks, who enter progress on the Progress 
cards. 

12 The cards have now fulfilled their function in the 
production control work and will be forwarded to the pay- 
roll clerks. In the meantime, payroll clerks have posted 
their time exceptions (from the ^^Late and Absent" and 
^^ Overtime" reports) on their proof-sheets and are ready 
to check and extend the time cards. - 

13 Time and amount having been figured and posted, 
the cards are totaled by departments, placed in a box and 
forwarded to the Statistical Department^ accompanied by 
a sheet showing the hours and amount for each depart- 
ment. 

14 As cards are received by the Statistical Depart- 
ment they are recorded, counted by measuring (150 cards 
to the inch) and divided among the punch-key operators, 
a record being kept of what each operator punches. 



252 

15 Cards, after punching, are proved, with the 
amounts entered on the sheet accompanying the cards 
from the plant Payroll Department. If there is an error, 
it must be located and corrected. 

16 Original cards are separated from the duplicate 
payroll cards, the latter dated, and originals and dupli- 
cates are placed in separate trays. The original cards are 
now at the disposal of the Cost Department for sorting, 
tabulating and filing. 

17 The sorting required by the Cost Department is to 
be done by the Statistical Department, and is explained 
fully in ' ' Standard Instructions. ' ' 

18 The payroll cards are held until the entire week 
has been accumulated, are then sorted and become the 
care of the Payroll Department. 

19 Errors which develop after the original cards have 
been sorted are to be accounted for on a separate card, 
which must be ' ' O.K. 'd' ^ by the paymaster. No card is to 
be changed after filing. 

508 The dispatch clerk, in handling the work above 
described, will be responsible— 

A For the proper accounting of all working hours of 
the individuals in the department covered by that booth. 

B For the entering on the job time cards of all in- 
formation specified by the ''Standard Instructions for 
Time and Cost Eecords'' which have been issued or which 
may hereafter be issued. 

C For all supplies and tools which have been made a 
part of the dispatch-booth equipment. 

D Time must be reported correctly. Remember that 
all workers are paid from the cards that you fill out. The 
greatest responsibility therefore is on the dispatch clerk, 
if there are errors in wages paid. 

E When a worker starts an operation, punch the 
starting time and fill in the information called for as per 
the detailed instructions which follow. When a worker 
finishes an operation, punch the quitting time and write 
in the elapsed time in ' ' total labor hours. ^ ' 



253 

F Cards representing the entire time that a worker 
is present must be turned in, and they must be checked 
with the ''Late and Absent'' and "Overtime" reports for 
any deviation from the standard hours. These reports 
are made up from the clock cards and will be described 
later. 

G It is very important that time cards be handled 
with care in order that no burred or jagged edges result. 
These cards pass through a machine which sorts and tabu- 



SHOP ALLOWANCE CARD 



Man No. 



Da+<3 



Depar+men-f 



Machine No. 



is En+i+led to Al lowanoe for -following Reason 



Reason 



FaulH- o-f 



Time 



Q.ui-f- 



Star+ed 



Elapsed 



Ra+e 



Gos+ 



Charged Account 



Allowed by 



Approved by 



Figure 81. Card for Allowances for Delays Beyond 
Worker's Control 

lates by electricity, and jagged edges or imperfections in 
the cards will cause endless trouble. 

H Cards used to report night work are the same as 
the day cards, but have the word ^'Nighf stamped upon 
them. 

I Overtime cards must be turned in separately from 
the regular standard hours. For instance, if a worker is 
working from 7 a.m. to 8 p.m., a separate card must be 
turned in for the time from 6 p.m. to 8 p.m. ; this card must 
be stamped ^ ' Overtime. ' ' 

509 The chief dispatcher will be responsible— 

A For training dispatch clerks in the proper carrying 
out of their duties. 



254 

B For aiding the dispatch clerks in filling out time 
cards properly in regard to proper order numbers, ma- 
chine numbers, workers' numbers, quantity, and, in fact, 
any of the information required by the card. 

C For discipline of the dispatch clerks. 

D For the providing of substitutes in case of acci- 
dents. 

E For maintaining the schedule of card receipts into 
the Division Control Department so as to meet all require- 
ments. The latest cards should be delivered not later 
than 9 :30 a.m. the following morning. 

F Adjusting differences caused by errors on the part 
of dispatch clerks. 

510 If no time-card provision is made for allowing 
workers for delays beyond their control, Figure 81 can be 
used to advantage. 

511 For charging workers with rejections for which 
they are responsible, or crediting them with rejections for 
which they are not responsible, rejection card (Figure 24, 
Chapter XII) can be used. 



255 



Chapter XVII 

SCIENTIFIC DETERMINATION OF 

STANDARD HOURLY 

PRODUCTIONS 

512 While we have recommended the use of estimated 
times in starting the installation of Graphic Production 
Control, and use this plan in our work, there are those who 
would prefer scientific determination of standard hourly 
productions, and for this reason a chapter on time and mo- 
tion study has been included. 

513 The chief functions of time and motion study are : 

A The determination and elimination of faulty and 
unnecessary motion made by the men ; 

B The duplication by all men of the most efficient mo- 
tions of the best men ; 

C The scientific determination of the best that a man 
can do, day in and day out, without injury to his health 
or condition of equipment ; 

D The proper division of responsibility, so that the 
men will not be asked to shoulder anything beyond turn- 
ing out a product of good quality, without delays and 
annoyances, in the shortest time possible ; 

E The analysis and betterment of all faulty con- 
ditions ; 

F Rewarding the men in proportion to the skill and 
effort of each man. 

514 No discussion would be complete without some ref- 
erence to the variables in both the work and the worker, 
which are as follows : 

As to the work, there are : 



256 

Size of unit to be handled. Length of travel. 

Weight of unit to be handled. Position of worker. 

Position of unit to be handled. Eapidity of motion. 

Method of handling. Exertion called for. 

Time consumed in making mo- Automaticity of motions, 

tions. Facilities furnished. 

515 As to the worker, there are the following, accord- 
ing to Gilbreth : 

Brawn. Fatigue. Size. 

Contentment. Habits. Skill. 

Earning power. Health. Temperament, 

Experience. Mode of living. Training. 

516 I have repeatedly called attention to these variables 
in the worker : 

Concentration.— Focusing the mind on one thing. 

Eeason.— Ability to draw conclusions. 

Interest.— Exciting attention in a particular thing. 

eludgment.- The faculty of reasoning logically. 

Energy.— Strength and power exerted. 

Imitation.— The inclination to follow the lead of an- 
other. 

Imagination.— The faculty of forming images in the 
mind. 

Attention.— Application of the mind to a particular 
thing. 

Loyalty.— Faithful acceptance of a trust. 

Memory.— Power of retaining and reproducing mental 
impressions. 

Initiative.— The power of commencing something with- 
out guidance. 

Pleasure in work.— The faculty of being satisfied with 
our work. 

517 Considering the various classes of motions and the 
variables in the motions, as against the physical and men- 
tal variables of the worker, it takes more than experience to 
determine the best attainable standards as to time. I well 
remember a case where a time of 9 hours for two men was 



257 

set for a piece of work which had previously taken 27 hours 
for two men. The shop foreman was naturally indignant, 
and the man who standardized the operation was looked 
upon as not knowing what he was talking about. The men 
under the constructive measures introduced, which did not 
involve the purchase of new equipment nor a change in the 
method of making, made the piece the first time in 11 hours, 
showing that the standard of 9 hours was within reason. 
It was simply a case of new methods of study and waste 
elimination against the usually accepted way. 

518 The tools needed in making time studies are a 
decimal stop-watch with an accumulating control at the side 
of the winding stem, a small hand-counting machine and a 
clip-board on which to place the sheets for entering the 
facts revealed by the studies. 

519 The method of making and using time studies is in 
a general way as follows : 

A Eesolve the work being studied into its various ele- 
ments and movements. 

B Secure the elapsed time spent on each element from 
the stop-watch. 

C List the particulars concerning each element, with the 
time spent on same, on sheets prepared for the time study. 

D Note on study all delays, useless motions, faulty 
conditions and whatever may be found in the way of in- 
efficiency. 

E Note such delays and interruptions as are unavoid- 
able. 

F Study for rest and fatigue of the worker. 

G Note the best element or set of motions on any kind 
of work for duplication in other lines. 

H Analyze the facts secured, determining the amount 
of preventable waste in time and ascertaining the propor- 
tion of allowed working time to the total time. 

I From the data compiled standardize the operation 
as to sequence of elements, and prescribe, as far as pos- 
sible, the procedure as to the motions. 

J Set opposite each element, or set of motions, an 
allowed time which will consider rest, fatigue and un- 
avoidable delays. 



258 

K Analyze the facts concerning waste and ineffi- 
ciency, and outline constructive measures to correct the 
faults found. 

L Index the data secured so- as to file it with informa- 
tion of like nature. 

520 These studies can be made in two ways : 

A By listing delays and faults as they are noticed. 
B By throwing out all such information and simply 
recording net working time. 

521 I prefer the method at A, for it is the analysis of 
such data that indicates the measures necessary to elimi- 
nate inefficiency. 

522 There are also three ways of using the watch: 

A Snapping the hand back to zero after each reading. 

B Upon completion of each step, stopping the watch 
with the accumulating stem, reading the time and then 
starting again. 

C Reading the time after each step, without stopping 
the hand. 

523 Personally I prefer the method described at C, for 
in this way no time is lost in stopping and starting the 
watch. An operator soon learns to read the watch accu- 
rately without stopping it. 

524 Studies can be made by listing the data pertaining 
to operations and eliminating all delays, or by listing de- 
lays and wastes noted and eliminating operation details. 
To get proper ratios, however, the starting and stopping 
time of observation should be noted from a regular watch, 
using the stop-watch for the time study. If, for instance, 
a study was begun at 9 :15 and finished at 11 :25, the elapsed 
time would be 2 -.10. If in this time you secured stop-watch 
readings covering the operation details amounting to 1:35, 
it would mean that there were delays amounting to 35 
minutes, or 26.9 per cent., and the efficiency would be : 95 
minutes, divided by 130 minutes, equal 73 per cent. 

525 It is sometimes convenient to study each element by 
stopping the watch, reading time, entering information on 



259 

the sheets and at the same time snapping the hand back to 
zero for a new reading. When this is done slight errors 
will creep in and the regular watch should be used as just 
outlined. For instance, if the study consumed 320 minutes 
as shown by the regular watch, and the stop-watch reading 
totals 305 minutes, the correcting factor is found as fol- 
lows : 320, minus 305, divided by 305, equals 4.9 per cent. 

526 Many wonder how long a time study should take. 
This is a difficult question to answer. When starting a 
study it is next to impossible to determine just what will be 
unearthed in the way of data and facts. A study may take 
an hour or it may take several days. It all depends upon 
the work, the degree of complication and where the points 
obtained lead to. A safe rule to follow is : 

527 ^'Take as much time to make a study as will result 
in sufficient facts on which to base conclusions which will 
withstand any attacks.'' 

528 Some time ago I studied the making of candy. In 
watching the girls hand-dipping the centers, I was surprised 
at the rapidity and coordination of the motions, which were 
made with such swiftness and dexterity that the eye could 
scarcely follow them, and I thought it was going to be by 
far the most difficult task of time-study work I had en- 
countered. 

529 Close study soon revealed the fact that the motions 
were divisible into certain classes, each class having its own 
peculiar motions. By starting the watch when the girl 
began the motion and stopping it by using the accumulating 
stem when she finished the motion, then waiting until she 
started the same motion again, then starting the watch, I 
was able to get some valuable information. I saw, too, that 
there was a definite relation between one motion and an- 
other, and by studying the performance of a number of 
girls separately, to determine the peculiar motions followed 
by each, I was able to reach some important conclusions. 
Some girls made 10 motions per piece, others 5. The aver- 
age was 8.8 motions. Standardizing showed that 7 mo- 
tions were sufficient, and that through proper directions 
and training 6 motions would do the work as efficiently as 
8.8 motions. AVhen it is considered that the girls averaged 



260 



83,000 motions per day of nine hours, it can be seen how im- 
possible it would have been to study the work in any other 
way. 

530 To explain the method to follow for this class of 
studies, let us assume the following motions and times for 
six operators : 

A B C 



Motions 


Time 


Motions 


Time 


Motions 


Time 


1 ... 


... 2.0 


M 


1 ... 


2.2 


M 


1 ... 


... 2.4 


M 2 ... 


.... 2.1 


N 


2 


2.2 


"N 


2 . . . 


... 3.1 


3 ... 


... 3.0 





3 ... 


... 1.9 




3 ... 


... 1.6 


N 4 ... 


... 1.5 


P 


4 ... 


... 2.1 





4 ... 


... 2.1 


5... 


... 3.4 


Q 


5 ... 


... 1.6 


P 


5 ... 


... 3.4 


6 ... 


... 1.2 








Q 


6 ... 


... 1.6 


P 7 ... 


... 2.4 














Q 8 ... 


... 1.3 















16.9 



10.0 



14.2 



D 



E 



Motions 
1 

M 2 

o 

N 4 









6 

7 
P 8 



9 
10 



F 



Time 


Motions 


Time 


Motion s 


Time 


2.4 




1 ... 


... 2.6 


M 


1 ... 


... 1.8 


1.6 


M 


2 


... 1.4 




2 ... 


... 2.4 


2.1 


N 


3 ... 


... 1.6 


N 


3 ... 


... 1.2 


1.9 




4 ... 


... 2.1 





4 ... 


... 3.0 


3.4 





5 ... 


... 1.4 




5 ... 


... 2.0 


2.0 


P 


6 ... 


... 2.2 


P 


6 ... 


... 1.6 


1.3 


Q 


7 ... 


... 1.6 


Q 


7 . . . 


... 1.8 


1.5 














3.0 














2.0 















21.2 



12.9 



13.8 



531 Operator B had the fewest motions, 5 in number, 
designated by letters M, N, 0, P, and Q. The motions of the 
other operators corresponding to these 5 motions have been 
marked with these letters, which means that those not 
marked are the unnecessary ones, capable of elimination 
through training and study. The average number of mo- 



261 

tions is 7.33 ; the lowest number, 5. Consequently efficiency 

5 
as to motions is — — = 68.2%. 

( .oo 

532 Let us now analyze the times covering the same mo- 
tions, as follows: 

M N 

1.5 3.4 
2.2 1.9 

3.1 2.1 
1.9 2.0 

1.6 1.4 

1.2 3.0 

Avg. 1.91 Avg. 2.3 

Total 



A 


2.1 


B 


2.2 


C 


2.4 


D 


1.6 


E 


1.4 


F 


1.8 


LVg 


.1.9: 




p 


A 


2.4 


B 


2.1 


C 


3.4 


D 


1.5 


E 


2.2 


F 


1.6 





Q 




1.3 




1.6 




2.0 




1.6 




1.8 


Avg. 


.1.65 


ne of the i 


A 


16.9 


B 


10.0 


C 


14.2 


D 


21.2 


E 


12.9 


F 


13.8 



M 


1.91 


N 


1.91 





2.30 


P 


2.20 


Q 


1.65 



Avg. 2.2 Avg. 1.65 9.97 

533 The average time of the motions per operator is as 
follows : 



Avg. 14.8 

534 The efficiency as to speed of motions is therefore : 

5|f = 67.3% 

535 The average of efficiencies 68.2% and 67.3% is 



262 

67.7%. Is this the real efficiency? First consider the fol- 
lowing ratio : 

Standard 9.97 time x 5 motions 

_^ 45,9 % 

Actual 14.8 time x 7.33 motions 

536 ^he product of the motion and speed efficiencies of 
68.2% and 67.3% is 45.9%. Consequently this is the real 
efficiency due to the law of dependent sequence. 

537 Speediitg the Wokkers. I am sometimes asked if 
the stop-watch time study is aimed to speed up and drive the 
men. My answer is an emphatic No. It is a time-measur- 
ing device, not a speeding-up mechanism. 

538 There are three ways to make a time study : 

A By keeping the watch in the pocket so as to fool ( I) 
the workman. 

B Going up to a man and, without saying a word, 
flashing a watch and then beginning to make notes. 

C Explaining to the men the purpose of the study; 
why the watch is necessary; what it all means; winning 
their consent, and even their interest and approval, and 
then making the study. 

539 The first plan is the rankest kind of deceit, and the 
man who uses this method should not be surprised if the 
men in turn try to ^ ' go him one better. ' ' He deserves it. 

540 The second plan is disconcerting to the men ; arouses 
their antagonism and makes them feel that they are mere 
puppets to be observed without any right to protest or 
ascertain the purpose of the study. Only a man lacking tact 
and with no knowledge of human nature would attempt this 
sort of a study. 

541 With the stop-watch I have studied coal-miners, 
molders, smiths, laborers, machinists, structural workers, 
and men and girls in other lines. I have yet to have my 
first difficulty, because my plan has been— 

A Getting acquainted with the men. 
B Explaining the use of the time study and the stop- 
watch. 

C Securing the confidence of the worker. 



263 

D Explaining and discussing with the men the details 
of the work as the study progressed. 

542 Determining a Fair Standard. Making a time 
study is one thing. Determining a fair standard therefrom 
is distinctly another. In the first place, what do we mean 
when we say ^*fair'"? We talk about a fair day's work, a 
fair wage, a reasonable effort, a fair task, an average stand- 
ard. Do we mean this fair for the best man, the average 
man, or the poor man? If for the average man, how are we 
going to classify and define him? 

543 A writer on ' ' Time and Motion Study ' ' recently said 
that after arriving at a series of minimum times from 
studies made, some allowance must be made for rest, and 
then states : ' ' This allowance can be determined for various 
classes of work only by experience, and will vary all the 
way up to 30 per cent, for piece-work prices and higher for 
premium and similar schedules. ' ' 

544 Time study is valuable in efficiency campaigns 
from the standpoint of determining scientifically accurate 
time that should be taken to do work. Men experienced in 
making studies, however, are few in number, with a smaller 
number possessing the ability to dissect a study, outline 
betterments therefrom, prescribe the procedure and then 
standardize the time, with due provision for rest, fatigue, 
unavoidable delays, overcoming inertia, etc. 

545 Considering these facts, any efforts directed toward 
reducing the work of constructively using time-study data 
to a more scientific basis, so as to take it out of the realm 
of judgment and experience solely, will mean much to those 
desiring to inaugurate time-study campaigns. 

546 The claim is not made that this chapter will outline 
a basis for the scientific use of time studies, the making of 
which is already scientific in nature. It is only a step in 
the right direction. The experience to date has proved of 
such value that it was deemed advisable to outline what has 
been done in a small way, with the sincere hope that it will 
assist others who are working along the same lines, or who 
are in the dark and want to reduce it all to a basis which 
will withstand scientific attack. 



264 

547 What I offer may be contrary to what experience has 
taught others who are making a specialty of time-study 
work. A man must, however, be governed largely by his 
own experience, and this has taught me— 

A That it would be decidedly unfair to ask a man to 
perform a task in the best time shown by properly made 
studies. 

B That it would be decidedly unfair to the company 
to ask a man to perform a task in the average time shown 
by properly made studies. 

548 In my own practice I have used a rule for determin- 
ing a fair standard, as follows : 

A fair standard is approximately one-half the differ- 
ence between the best time recorded and the average 
time of the readings, added to the best time or deducted 
from the average time 

—which means, in a more simple way, the average of the 

average and best times, 

549 Assume that the following readings had been re- 
corded : 

Operation ABCDEFGM Avg. Best 

1 20.6 17.3 22.1 16.5 20.1 14.3 24.7 18.5 19.3 14.3 

2 12.4 8.4 14.2 7.1 12.9 10.4 8.5 7.6 10.2 7.1 

3 27.3 22.1 28.4 21.7 32.8 23.4 26.5 21.6 25.5 21.6 

4 12.7 13.4 15.5 , 9.6 11.1 8.9 11.4 10.6 11.6 8.9 

Total . 73.0 61.2 80.2 54.9 76.9 57.0 71.1 58.3 m£ 51.9 

550 A fair time^ based on judginent and experience, 
would be about as follows : 

Operation 

1 17.3 minutes from B 

2 8.4 minutes from B 

3 22.1 minutes from B 

4 11.1 minutes from F 

Total 58.9 minutes 

—on which basis the efficiency is: 58.9, divided by QQ£^ 
equals 89.9 per cent. 



265 

551 You will note that the standard determined upon in 
the case just cited was 58.9 minutes. The average time was 
66.6 minutes, while the best time was 51.9 minutes. The 
difference is 14.7 minutes, one-half of which, added to the 
best time, equals 59.2 minutes, or nearly the same as the 
standard of 58.9 minutes. 

552 To carry it a step further, assume that four differ- 
ent operations have been studied six times each, with the 
following results : 





1 


2 


3 


4 


5 


6 


Avg. 


Best 


A .. 


.. 20.1 


18.7 


16.4 


24.9 


14.3 


17.1 


18.6 


14.3 


B .. 


.. 24.5 


27.8 


15.3 


17.5 


20.2 


18.9 


20.7 


15.3 


C .. 


.. 35.2 


30.4 


37.5 


26.4 


31.5 


29.5 


31.7 


26.4 


D .. 


.. 10.3 


15.4 


9.7 


8.6 


12.5 


14.9 


11.9 


8.6 



553 Standardizing the time, without reference to rule or 
law, and then adding one-half the difference between best 
and average times to the best time, the results would be : 

From Figures Using DiffereTipe^ 

without Rule Rule IJiflerences 

A 17.1 at 6 16.4 - .7 

B 18.9 at 6 18.0 -.9 

C 29.5 at 6 29.0 - .5 

D 9.7 at 3 10.2 + .5 

554 In using this rule, it should be understood that it 
applies to standardized operations only, and not to the time 
study as it is made. In other words, after making a study, 
eliminating delays, unnecessary motions and everything in 
the way of inefficiency, the several readings concerning a 
single operation, which as to method is now standardized,; 
will show varying times, the average of which is to serve as ! 
the basis of comparison against the best time noted. To 
illustrate : The time-study readings may be 56 minutes ; the 
best and average times of the standardized operation, 28 
and 40 minutes respectively. The rule would not be 

.5 (56 + 28) =42 minutes, 
but 

.5 (40 + 28) =34 minutes. 



266 

555 You may say at this point that I have used read- 
ings that do not show wide variations in time, and that as 
the extremes become more widely separate, altogether dif- 
ferent findings would be the result. This feature has been 
considered. Eeadings can be of three kinds : 

A A number of low times. 

B A number of high times. 

C A number of both high and low times. 

556 We can assume the following as readings in min- 
utes corresponding to A, B and C: 

ABC 

24 43 25 

33 46 31 

21 51 46 

48 92 83 
. 26 86 42 

54 45 26 

27 74 25 

49 83 63 
71 44 42 
33 47 58 

22 82 23 
52 77 71 

Average 38.3 64.1 44.5 

Best 21.0 43.0 23.0 

557 Using the rule before outlined, we have : 

A 5 (38 + 21)=29.6 

B 5 (64 + 43)^53.5 

C 5 (44 + 23)^33.7 

558 Analysis will show that while we allow a standard 

of 29.6 at A, there are several times well under this figure— 

24, 21, 26, 27, 22, with an average of 24. In other words, we 

(29 6-24) 
have increased this average 23.3%^^ — '-- — - 

^ ^ 24 

559 As regards B, against the standard of 53.5 there are 
lower readings of 43, 45, 46, 44, 47, with an average of 45. 



267 

We increase this average 18.8% i^—^- - 

45 

560 At C we have a standard of 33.7 against lower 
readings of 25, 31, 26, 25, 23, with an average of 26. This 

on aof (33.7-26) 
we increase 29.6% ^ 

561 Consideration will show that as we are going to 
allow for rest, the standards determined are too liberal, and 
the variation so great as to warrant some steps aimed to 
ignore them. 

562 This tve can do by vjorking on the principle that all 
readings above the average should be ignored. 

563 In order to illustrate the working of this principle, 
we will again set down the figures shown under A, B and C, 
and throw out the times over the average : 

ABC 

24 24 43 43 25 25 

33 33 46 46 31 31 

21 21 51 51 46 

48 92 83 

26 26 86 42 42 
54 45 45 26 26 

27 27 74 25 25 

49 83 63 

71 44 44 42 42 

33 33 47 47 58 

22 22 82 23 23 
52 77 71 

Average . . 38.3 26.6 64.1 46.0 44.5 30.5 
Best 21.0 43.0 23.0 

564 Now, using the rule previously outlined, we have : 

A 5 (26.6 + 21.0) =. 23.8 

B 5 (46.0 + 43.0)^44.5 

C 5 (30.5 + 23.0)^26.7 

565 Comparing these standards against the average of 
the readings, which vary slightly from the best times, as 



268 
well as against the previous standards determined, we 

nave I Previous ■d^„^- „ Aver- Revised T^^w .^^^^ 

Standard Readings ^^^ Standard differences 

A.... 29.6 (24-21-26-27-22) 24 23.8 - .2 
B.... 53.5 (43-45-46-44-47) 45 44.5 - .5 
C... 33.7 (25-31-26-25-23) 26 27.7 +1.7 

566 That this refinement is in order and not a burden to 
the man will be appreciated when it is considered that some 
reason exists for the high readings, as, for instance, fault 
of man, over-exertion, conditions, etc. 

567 It might be of interest to see how these rules work 
out in practice. An operation was studied with the follow- 
ing readings : 

In and Out Glue Cover and Trim 

.09 .15 .35 

.12 .17 .30 

.13 .16 .32 

.105 .175 .37 

.13 .17 .45 

.135 .15 .37 

.16 .18 .45 

.13 .15 .43 

.12 .20 .41 

.15 .41 
.41 

Average . . .124 165 .38~ 

Low 090 .150 .30 

568 It will be noted that there is no great variation in 
any of the readings. We can, therefore, determine our 
standard without dropping the times above the average, as 
follows : 

In and out 5 (.124 + .09) =.107 

Glue 5 (.165 + .15) = .157 

Cover and trim 5 (.38 + .30) = .340 

^604 

Standard (54 minutes + .604) = 89.4 pieces per hour. 

569 The standard, which was based on judgment and ex- 
perience, was made as follows : 



269 

In and out 12 

Glue 15 

Cover and trim 32 

Calculation (54 minutes + .59) - 9.15 pieces per hour. 
Standard determined, 93 pieces per hour. 

570 In another case— a turret-lathe operation— varia- 
tions were found to be slight, so we will consider all the 
readings above the average, apply the rule, and see how it 
compares with the standard originally determined. 

-r 1st Rough Change 2(1 Rou2:h Change Square -^ , 

^^ Cut Tool Cut"" Tool End ^^^ 

.20 .35 .06 .13 .06 .26 .14 

.18 .37 .07 .21 .05 .23 .13 

.14 .33 .05 .19 .05 .25 .14 

.13 .29 .05 .19 .06 .23 .12 

.15 .34 .05 .19 .05 .22 .11 

.16 .30 .06 .19 .25 .12 

.14 .33 .05 .16 .26 .11 

.13 .28 .20 .24 .12 

.18 .31 .19 .25 .12 

.13 .29 .18 .19 .09 

.15 .30 .22 .23 .16 

.14 .30 .21 .27 .14 

.15 .32 .23 .32 .14 

.32 .22 .29 .12 

.34 .21 .26 

Average 152 .31 .205 .25 .12 

Best 130 .28 .160 .19 .09 

In 5 (.152 + .130) = .141 

1st Eough 5 (.31 + .28) = .295 

Change Tool .050 

2d Eough 5 (.205 + .16) -.182 

Change Tool .050 

Square 5 (.25 +.19) =.220 

Out 5 (.12 + .09) - .105 

Total 1.043 



standard 



270 
54 minutes 
LOis 



51.8 pieces per hour. 



571 The schedule in effect calls for 55 pieces per hour. 
This the man was able to do. 

572 Eest and Fatigue. You have all read about Mr. 
Taylor's experiments in allowing rest to pig-iron workers. 
You have heard about the allowance of 10 minutes in each 
V-A hours to girls inspecting bicycle balls, which, in connec- 
tion with other betterments, resulted in 36 girls doing the 
same work which previously had required 120 girls. I 
know of another case where, in making tobacco pouches, the 
production was increased from 275 to 550 per day through 
standardizing the work and allowing 20 per cent, rest to 
the operator. In my own experience, a job had been sched- 
uled at 23 pieces per hour, and the workman over a reason- 
able period was unable to make the schedule. It was 
decided to analyze carefully so as to ascertain why he was 
unable to do so. The man, working as he usually did, pro- 
duced 15.8 per hour during the morning of the day he was 
turned over to the writer. The following time study will 
show how rest was considered, and the influence it exerted : 



1st hour 
2d hour 



Rest 
Noon 



3d hour . 



4th hour 



5 minutes 

5 minutes 
3 minutes 

3 minutes 
3 minutes 
3 minutes 

3 minutes 
2 minutes 
2 minutes 
2 minutes 
2 minutes 



Work 

25 minutes 
25 minutes 

27 minutes 
27 minutes 

17 minutes 
17 minutes 
17 minutes 

10 minutes 
10 minutes 
10 minutes 
10 minutes 
10 minutes 



9 
9 

10 
10 

7 
7 
8 



} 



18 
20 

22 
23 



Highest time recorded per piece, 3.0 minutes. 
Lowest time recorded per piece, 1.55 minutes. 
Best tim^ for short run, 5 pieces in 10 minutes. 



271 

573 The operation was an intensely fatiguing one, yet 
you will notice that in the fourth hour after starting the 
study, or the ninth from starting time in the morning, the 
ivorker did his best tvorJc. The average pieces per hour for 
the four hours run was 20.7 as against 15.8 in the morning 
—an increase of 32.6 per cent. It may be well to say in this 
'connection that the man subsequently attained an efficiency 
between 95 per cent, and 100 per cent, on this work. 

574 Prescribing a rest of 5, 10 or 25 per cent, is one 
thing ; it may be quite another to get the worker to take the 
rest when it should be taken, and for the proper length of 
time. To meet this condition the writer devised a ''rest 
clock.'' These are made from ordinary dollar clocks, with 
new faces put on, and only one hand used. The man works 
when the hand is in the white space, and rests when the hand 
is in the black space. 

575 After determining the allowance for rest, instead of 
changing the time standard decided upon, reduce the work- 
ing minutes in the hour. If, for instance, your standard was 
2.7 minutes per piece, and you find that the man is entitled 
to a 20 per cent, rest, the calculation would be 

60 minutes x 80 per cent. 

: = 17.8 pieces per hour. 

2.7 minutes 

576 In closing this chapter, the author desires to refer 
readers who want to make a greater study of time-study 
methods, to ''Time Studies," by Dwight V. Merrick, pub- 
lished by The Engineering Magazine Company. 



272 



Chapter XVIII 
THE CONTROL BOARD AND ITS MECHANISM 

577 The graphic control board, as developed by the au- 
thor and his able assistants, is really a map showing the 
geography of the shop. It is the plant in miniature, show- 
ing, in one place, everything that one could see if he could 
visit, coordinate, and visualize every piece of equipment and 
working space, at the same moment. The board considers 
the constants and variables met with in the industrial plant. 
The variables are workers, materials and actual hours of 
work done. The constants are equipments and working 
places, the dates of the month, and the standards of per- 
formance, as expressed in hours or in pieces per hour. The 
task is to bring the variables and constants together, which 
we can do by considering work to be performed, or actually 
performed, according to equipment, by dates, expressing 
work, whether to be performed, or actually performed, as 
hours of work at standard rates of production. 

578 All these constants and variables can be reconciled 
graphically by arranging, opposite equipment and working 
places, showing name and number, and under dates— 

A Work to do, in terms of standard hours, and shown 
by graduated strip of paper cut to the proper length. 

B Material received, in terms of the standard hours 
of work it provides. 

C Actual accomplishment of operator in terms of the 
standard hours of work represented by the quantity he 
finishes. 

—which, as will be seen, takes care of the six variables and 
constants. 

579 The graphical scales used in Graphic Production 



273 

Control are generally of one coordinate— unit length— and 
represent several things, as follows : 

A Production of operations stated in quantities per 
unit of time. 

1 Quantities may be in units, weights, lengths, vol- 
ume, standard cost or selling values. 

3 Units of time, generally taken as an hour, or 
tenths of hours, or days. 

B Amounts of raw and finished product, stated in 
quantities of parts, sub-assemblies or assemblies and sup- 
plemented by time datings, indicating the quantity of 
product scheduled, delivered or used. 

1 Quantities of parts and sub-assemblies are gener- 
ally stated in terms of the assembled product— that is, 
if four parts are required in one finished machine, the 
quantity is spoken of as one machine. 

2 Assemblies decrease the quantities of parts or 
sub-assemblies, and use is made of an arrangement of 
vertical lines, crossing off the graphic representation 
of the number of parts or sub-assemblies. 

580 The graphical scales in connection with control 
boards and charts are used in many ways, the conditions 
and peculiarities of the business in question determining 
the nature of the arrangement to use. Scales may be used 
in the following manner : 

A A strip of cardboard with suitable graphical scales 
superimposed on it and held in position by metal pockets. 

B Sheets of paper with a number of similar graphical 
scales printed on it, to be used in loose-leaf binders. 

C Time cards with suitable graphical scales printed 
on them, of which only a part is used, the part in use 
being displayed by overlapping of cards and held in posi- 
tion on the control board in suitable pockets. 

581 By letting white indicate the work to be done ; green, 
the material ready for work, and black, the accomplishment, 
we have, in addition to furnishing a graphic presentation, 
facilitated the task of comprehending the real significance 
of the showing. By using colored signals (buttons or slid- 



274 

ers) to designate irregular conditions, the presentation be- 
comes doubly valuable. As previously outlined, these sig- 
nals are— 

Brown— slow operator. 

Purple— no operator. 

Pink— machine down for repairs. 

Yellow— no tools. 

Green— no material or material low. 

Blue— no work or work low. 

Black— work behind schedule. 

Eed— rejections. 

Eed (with pointer)— completions. 

White— memo. 



Black Slider in Front 
^of Strip indicating tfrat 
f' Work is behind. 



Plumb Line 

End of Current Dae/. 




6 Hours 
End of Str^ 



Red Slider : 
behind Strip 



Strip for this Job- 



Strip for 
Next Job. 



Figure 82. 



Cuhrenf 
Working Period 
■■^■■Q Hours 
' in Material 
on Hand 

Scale Plotting of Completion of Work 
Using Strips — Work Behind 



582 Figure 12, Chapter XI, illustrates the principle of 
the control board and should be reviewed in that connection. 
Figure 13, Chapter XI, gives the key to the signals. 

583 ''Yes,'' you may say, ''the above is simple enough 
if all we had to consider were work done and material re- 
ceived, but how about rejections, overtime, setting-up time, 
replacements of rejected work, and the matter of anticipat- 
ing completion of work, whether ahead or behind!" 

584 The question is a fair one, and that it may be an- 
swered fully, a series of charts have been prepared which 
will prove of decided interest in this connection. 

585 Anticipating Completion of Work. A shop man 



275 



not only wants to know what work is behind or ahead, but 
he ivants to knoiv ivlien to anticipate completion, in so far 
as this may be possible, so as to rearrange his schedules 
accordingly. 



A+ Present Rafe 



Plumb I the- 
beginning of 
Currenf Dcru 



Currenf 

< yVorking •••-> 

Period 



Work will Finish 
Here 



-Plumb Line End 
of Currenf Day. 



5 hrs. from 
•■->. .End of Strip. 

Red Slider [<-"-'-•-— H 
behind Sfrip.^ a 



,5//ot/rsJ 
I 






Pieces Finished 



"'^"" MafYonHarid"'^ 

Figure 83. Scale Plotting of Completion of AVork 
Using Strips — Work Ahead 



586 Figure 82 shows a condition where work is behind, 
as indicated by the black slider or marker between the 
plumb lines. In the case illustrated the job is 6 hours be- 
hind, and assuming that the operator keeps up his present 



Plumb Line 
beginning of '■ 
Current Pay 



Current 
■ Working 
Period 



.Entry in Black - 6ood Pieces only 



Note:- Tkis- Method 
Carers Entry of 
6ood Pieces onig 
in Black 

Figure 84. 



Entrg covering Hours 
of Rejected i/York. 



Plumb Line End 
of Current Day 



4 hrs. 
Ahead^ 



Note -.-Entry of Slack 
begins from Left Hand Edqe; 
of Total Hours of Rejections 
from RightHand Edge, 
Cancelling Green Entries if any. 




Material Available- 
for Replacement 



Total of 
■ Various - 
Scrap Entries. 



Scale Plotting Indicating Rejections 
ON Basis of Good Pieces 



speed, the completion ivill he 6 hours later than planned for. 
This we want to show graphically, and by providing a red 
slider or marker, with pointer, which can fit in the metal 
pockets placed behind strips, we can set the pointer under 
the anticipated completion time. As shown, the pointer is 
behind the strip covering the ''next" job, and is 6 hours 



276 

from edge of strip for ' ' this ' ' operation and corresponds to 
the time the operation is behind. In Fignre 83, we have the 
opposite of case in Figure 82. Here the job is 5 hours 
ahead, and the slider is placed accordingly. 

587 Cannot you see the value of this, you shop men ivho 
may he reading this? Imagine going up to a hoard and 
automatically picking off completion times! 

588 Eejections. We want graphically to indicate rejec- 
tions and provide for replacements where necessary. In 
Figure 84 we note that at different times during the course 

Rep/acemenf Slip (Pink) 
IS behind Regular Slip . 



Plumb line for 
Beginninq of-- 
Current Daij. 



...Working. 
Period 



No Materia I 

.-Plumb Line for End Availably Material 

'■■••.. kvailable. 



^ of Current Day. 



End of 



Regular Strip p""*""' 



Black Covers Pieces made. 
(6ood and Bad) 



Note :- This Cover cases 
Where Inspection is so far 
behind Performance that 
Entry in Pieces must Cover 
those Made whether Good 
or Bad. 



4Hr 1< 
3ehmd\ 



Memo, ^ntry' 
Shorring the Total 
Hours of Rejections. 

There bein^ no Rejection kUowance^ 
Pink Slip be hina White Slip is drawn 
to the Right tothe Extent of Hours 
of Replacement. 



Figure 85. Scale Plotting Indicating Rejections 
ON Basis of Good and Bad Pieces 



of the work there were rejections to the extent of hours as 
shown by the red lines under the black entry— five of them 
for 1, 2, 1, 3, and 2 hours each, or 9 hours in all. Obviously 
what a machine foreman or assembly foreman is interested 
in, is the good pieces produced, as good work only must 
enter into the final product. It is also obvious that bad 
work automatically cancels off a corresponding amount of 
material that is available, and this ive shoiu hy accumidating 
the hours of rejected ivork at the right-hand end of the strip, 
making the entries toiuard the left-hand edge. If there is 
a scrap allowance plan in operation, the amount of the 
allowance can be shown by a heavy vertical black line. In 
the illustration there is a 5-hour allowance; but as there 
were 9 hours of rejections, 4 hours must be replaced, the 



'!(( 



green entry under the red showing that material is avail- 
able for only 3 of the 4 hours. This green, tvith another 
Jiour of gree)iy will he covered with black as the replacement 
is made. 

589 There are cases, however, as in some lines of steel 
foundry practice, where inspection cannot be made until 
some time after work of molding is completed, hence the 
black entry must cover total pieces made, which means good 



FIRST 
OPERA TION 



NOTE!' 
lUustrafions shor/ 
RigM Hand Ends 
of Strip. 



h-T-H t 



This Ope^'aiion. 



SECOND 
OPERA TION 

preceding 
Operahony 




Tofal Hours of Rejechons 



J y — ■--. J 


1 , , feasifi 


<■ Allowance -'<■ 




■■■■■■■ 


/- J . k-.' 


-Tr > 



FIFTH 
OPERATION 
(LAST) 



Indicahs Mcrhenal for 
Replacemenf is Available. 



This ■■ Preceding 

Operaiion. Operahoiis. 



Figure 86. Scale Plotting Indicating Rejections 
FOR Current and Preceding Operations 



pieces and bad pieces (see Figure 85), with the result that 
at the end of the job black entries will cover green entries. 
Hence there would be no space for red on the horizontal 
graphic scale, so we mark a red line (memo entry), under 
the green, beginning at the right-hand edge and working 
toward the left. To take care of the replacement while the 
job is running, we place a pink strip back of the white one, 
drawing it to the length which corresponds to the hours of 
rejected work to be replaced, against which green entries 



278 

for material available are made, and replacement automati- 
cally taken care of at the proper time. 

590 In the case of operations in sequence, it is most im- 
portant not only to know the total hours of rejected work, 



.••I Hour worked on 5ef-up 

..End of COrren-f- Datf ■ 




Beg/nning.^ 
of Current 
Datj. 



CurrenfWorkihq <-E"d of 
"Pe'nod"'^^ Current Daij 



I I 



Orertm,^ ^ • 

ZHrs. Behind' 



-up-fim^ 



Figure 87. Scale Plotting of Set-lt Time and Overtime 

but we should also know the hours of rejected work at each 
operation. In Figure 86 we have shown a series of strips 
covering 5 operations in sequence. At the first operation 



tlOTE:- 
Full Green, indicates Pieces (in Hours) 
Preceding Operation is a head of this 
Operation. 

Half Green indicates Pieces (in Hours) 
Readi/ at Preceeding Operation but 
not Worked on; but nhich can be 
kntizipated as Available because of 
the Law of Succeeding Operations. 





1 1 1 


\6Hoursof\ ,e Hours of Material \ 

. lL"^!^':s_pf_ ....^^f^.'P-L^....frornPreriousOperatior^---^ 

Work Done ^ on Hand (Anticipated) 



Figure 



Scale Plotting of Anticipated Material 



there are 2 hours of rejected work, as shown in red. At the 
second operation, the 2 hours ' time from the first operation 
is entered and 3 hours of rejected work for the second oper- 
ation carried on to the left of this entry. Each succeeding 
operation shows, first, the total hours for the preceding 
operations, and, second, to the left, the total for ^*this'' 
operation. On the strip for the last operation we find a total 



279 




apjSuMOQ 513 ode 



280 

of 16 hours of rejected work, 9 from preceding operations 
and 7 for ' ' this ' ^ operation. A scrap allowance of 8 hours, 
therefore, makes necessary a replacement to the extent of 8 
hours, for which there is material available as indicated. 

591 Set-up Time. To cover setting-up work previous to 
starting regular operation, which amounts to considerable 
in many shops, our strips must be cut to the length neces- 
sary to include this set-up time. In Figure 87 it is shown in 
illustration ''A," in yellow, for 8 hours, against which 1 
hour has been worked. 

592 Overtime. Overtime is often resorted to, and we 
should have a means of distinguishing between regular time 



Siandard Siie - 

3 "Deep x3"he rween 

24 Hour Spaces 



Work IS Behind 
5 Hours on 
Firsi Shiff 



I Mai'/ 4 Ur Behind 



• FirsiShifi Space. 
■Second " 
Third •' " 




usWindsmrdsm 

\<-UHrFullDay—'^ 



^eginning- 
^f Day 



:r—l4Hr 



EndofFirsi5hin 



__^"End of 

Curren-h Day 



This Space For"' Sin'p can be used 

Accomplishmeni Ttvice bu Revers/ng, 

and Maierial Four Times bu 

En -fries Pnrfing 80^/7 Sides. 



Figure 90. Scale Plotting Using Unit 
Three-shift Strips 



and overtime ; hence we use orange for overtime, as shown 
in Figure 87, illustration "B." The combined orange and 
black are credits covering accomplishment in labor effort. 
It should be understood, however, that orange does not 
cover cases where a machine, or a department, or the plant, 
works an extra shift. The matter of two and three shifts 
will be considered later. 

593 Material erom Preceding Operations. In cases 
where there are operations in sequence, it happens that 
many of them have ratios 1 to 1 or greater, by which is 
meant that for one hour performed at one operation, it 
releases one hour or more to a succeeding operation. For 
such cases as this it is generally considered — and safely,, 
too— that material is available when work starts at the pre- 
ceding operation. The purpose of the graphic presentation 
is to show actual conditions. Imagine what a shop man 



281 

would think on looking at a succeeding operation, which 
secured 3 hours' work for every hour finished at the preced- 
ing operation, and finding that there was no green entry 
indicating material available on the control board strip, 
even though the succeeding operation was then being worked 
on, and that at the preceding operation there was plenty of 
material available to feed the succeeding operation at the 
rate of 3 to 1 ! 

594 In Figure 88 we have covered this by indicating the 
material actually available in full green, and material an- 
ticipated from a preceding operation, which has started and 
which will feed at a rate 1 to 1 or greater, in half green. 

595 Assembly of Production Information on Strip. In 
Figure 89 we have shown a strip on which have been as- 
sembled about as many data, shown graphically, as will be 
found in the usual case in industry. For instance, the read- 
ing shows— 

1 Length of job, 70 hours. 

2 Seven hours of set-up time completed. 

3 Eegular time credit, 22 hours. 

4 Overtime credit, 3 hours. 

5 Three entries of rejections— 2, 1 and 2 hours. 

6 Job behind, as shown by black slider. 

7 Actual material available, 14 hours. 

8 Anticipated material, 11 hours. 

9 Hours of rejected work, ' ' this ' ' operation, 5 hours. 

10 Hours of rejected work, preceding operations, 8 
hours. 

11 Scrap allowance, 5 hours. 

12 Replacement necessarj^, 8 hours. 

13 No material yet available for replacement. 

14 Anticipated completion time as shown by red slider 
back of strip for next operation. 

' 596 In other words, the entire history of the operation 
in question is graphically shown, a study of which will in- 
dicate the great value of visualization. Imagine, if you will, 
how involved would be a verbal explanation, and the dif- 
ficulty of keeping all the facts in mind ! 

597 Three-shift Basis. The strip illustrated in Figure 



282 

90 is designed to cover the three-shift plan of working, 
where the same work flows from shift to shift. By printing 
both sides as shown on one side, strip can be used four times 
by using, reversing, turning over and again using and re- 
versing. The two lines at the top cover order number, kind 
of work, standard hourly production and quantity on order. 
The large horizontal graphic scale is for cumulative entries, 
for all shifts, of accomplishment in labor (black) and ma- 
terial (green). Under this scale are three smaller scales, 
the top for first shift, the middle for second shift and the 
lower for third shift. 

598 It is obvious that if operator on first shift finishes 
only 7 hours of work as expressed in standard hourly pro- 
ductions, he is 1 hour behind, and that there is 1 hour of 
material still unused. The operator for the next shift starts 
from this point, but on the line for his own shift, and fin- 
ishes 10 hours of work as shown (2 hours ahead), which 
throws 1 hour into the third- shift section, from which point 
the third-shift operator begins and completes 9 hours of 
work, or 1 hour ahead. Following this through to the end, it 
will be seen that we can tell what shifts are behind or ahead 
and how each day stands. In the illustration work is behind 
5 hours on the first shift and 21 hours behind for the day,— 
against which, however, there will be an offset through the 
work of the second and third shifts, although material on 
hand for the third shift is not sufficient for the entire shift. 
Eed entries covering hours of rejected work can be made 
for each shift as shown. The black entries for each succeed- 
ing shift can begin where the black entries stopped on the 
preceding shift, as we are entering good pieces only. If 
desired, the black entries can be started from the edge cover- 
ing beginning of current day, regardless of black entries in 
preceding spaces. 

599 No, a shift operator does not work on other shifts 
than his regular shift, as might be concluded from the mark- 
ings. The credits of each shift operator may, hoivever, ap- 
pear on the strips for the other shifts. This possible mis- 
conception makes necessary a word of caution : 

Do not confuse standard hours of actual pieces fin- 



283 

ished, luhich are credited on strips, ivith actual hours of 
actual pieces, tvhich are not credited on strips, 

600 We cut the strips for the pieces to be done in terms 
of the standard hours of work; we charge material as re- 
ceived to the strips in terms of the standard hours of work 
the material received provides, and we must therefore 
credit the worker or equipment in the same terms, so as to 
be able to note the variations when work is made at a faster 
or slower rate than the standard. 

601 Standard Steips. In Figure 90 we show a stand- 
ard three- shift strip, where work flows from shift to shift. 

/Yofe:- I - By leaving o-Ff Third Shiff Ship, We have a 
first and second Shift Preseniaflon. 

I'Blj leaving off Second and Third Shift 
...• Third Shiff- Strips and we have a Standard First or Single 

;, Second „ %liH- Arrangement. 



"I II l-r I I I I 1^ 1- 



'I I I I I I I I I I I I I I i-i"! I i^" 



Figure 91. Three-shift Strips with Separate 
Scales Assembled 

In cases where each shift works on different work, how- 
ever, we need a graphical scale as shown in Figure 91, 
but we must have each strip separate, as shown in Figure 
92, so as to manipulate shift strips at will and make the 
entries on each strip complete in themselves. In designing 
these strips for the three shifts, we provided for the follow- 
ing: 

1 To make the first-shift strip standard for all single- 
shift plants. 

2 To make the second-shift strip standard for all 
cases where machines, departments or plant may work a 
second turn. 

3 To make the third- shift strip standard and to go in 
front of the other two strips when using strips for three 
shifts. 

602 It should be said that the strips illustrated in 



284 

Figures 90, 91 and 92 are for metal pockets and not for 
slides on wood, as used in the earlier type of boards. 



I I I I I X 



E 



3 



STANDARD FIRST 
SHIFT STRIP. 



I I I I I 1~T 



NOTE:-m USING THESE 
STRIPS, EtiTRlES ARE 
SMEAS IM FIGURE BO. 



STANDARD SECON: 
SHIFT STRIP 



I I I irrz i I I 



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STANDARD THIRD 
SHIFT STRIP. 



Figure 92. Standard Separated Shift Strips 



Baeff ofPockei- ■ •.. Progress Slip behind Time Cat rfs 



pTiyn» Cards Act- as S^rs'p 




Figures and Arrows on • i 13 Hour 

Progress Slip Incfi'cafes |<" behind — «, , 

Complefion of Orders. \ 



-» •> 



Cards are Placed fogelher btJ Overlapping 
As Work Covered bif a Card is Finished, Card 
is Remo vedandEnfru Made to Progress 
^ Record, ^ ^ 



Figure 94. Arrangement of Scales Using Cards 
IN Place of Strips 



603 Second-Shift Basis. After studying the details of 
the three- shift plan and the information regarding the vari- 
ous strips, it can easily be seen how the second shift is 
handled in a plant. 

604 A Typical Schedule. In Figure 93 is an illustra- 



285 



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288 

tion covering a typical scheduling of operations as tliey 
would appear on the control board, which considers the 
matter of ratios, starting times, charges for material and 
credits for labor effort, as well as progress of work. The 
chart will be fonnd clear enough to be considered self- 
explanatory, making a detailed description unnecessary 
here. 

605 Time Caeds as Steips. Figure 94, which is also 
self-explanatory, illustrates still another principle of the 
use of the boards, in that the time cards themselves act as 
strips, behind which are progress slips on which are en- 
tered accomplishments, and which act more or less as a 
permanent record. Figure 95 .elaborates to a considerable 
extent the principle illustrated in Figure 94, a study of 
which will prove profitable. In actual practice we are in 
favor of the strip board, with time cards as a separate 
proposition. In cases, however, where the operations are 
short, or where there are frequent changes or unusual com- 
plications, time cards can be used to advantage as strips. 

606 CoNSTEUCTioisr of Boaeds. A few words with refer- 
ence to the construction of the control boards are in order, 
that the reader may have a clear idea of the control mech- 
anism. Figures 96 and 97 cover a single and double con- 
trol board, which can be used either as a strip board or with 
cards as the strip. The single board is designed to cover 
cards used for mechanical tabulation, while the double 
board covers cards 3x5 inches in size. The board is stand- 
ard for single, double or triple shifts. 

607 Desceiption of Boaeds. Graphical scales on control 
boards are arranged so that fifty production units or 
classes of operations are handled by each board. Each pro- 
duction unit takes up II/2 inches vertically; length of ver- 
tical coordinate, or fifty units, being 75 inches. Workers' 
Job and Time Eeports, on which a graphical scale has been 
incorporated, are used for posting scheduled work. The 
mechanism of the board consists of overlapping sheet-metal 
pockets suitably arranged so that 1% inches of Workers' 
Job and Time Reports are exposed. Exposed part of time 
report contains graphical scale and most pertinent data, 
such as: order number, department, working place. 



289 



DafeHo/der% 

Spacing of ^-^.i^ 
Sheet Mefa/ ■■■■y"-^ 
Slides ^ 




All Woodwork Of her than Sheet' 
Mefal Pockets and Graphical 
Slide Portion to be Finished so as 
fo Harmoniie with General 
Office Fittings. 



Sectioned* 



Figure 96. Details of a Single Control Board 



290 




ZOOReq.per Employee ScMcth.-.^^^, p,^^^-^ 



i*— 7^' — ^H Unit Both Sides. _ Data Holder"e' 



Daie Holder'T. 
Data 
HoJder"6^-Sif 



hide.. 




Top Removed. ^^ ^^^^ Holder-E-^) 
i . , ^^^_ . . ^ 



U 



-4 







r,-^ y^^ 

Graphic Job Cc«rc( 5tide''F'' ; 

Ho.ZS 6o(/^ Black Sheel- 
No. 28 Gauge sfeel 100 Real, per Unit 

Black Sheef Sfeel.. Both Sides 



Jl 



Pockef Tins 30pReq._ 
per Unit Both Sides. 



Secfiorr'^B** Secfhn"A 




WW 



..MusfbeFullS'i 

between Side Pie 

essoasfoAccommo 

Cards" Wide 

^8«idingfoCi»rr> < 
Up Sherf- Metal '"' 
Pocket End&. 



Control Board-^' 
Units are Symmet- 
fical about- this 
Canter Line. 



k\\ rtoodwork other than Sheef 5^,^ -5- ^tion'^K" 

Metal Pockets & Graphical 

Slide Portion to be finished so 

OS to Harmonise mfh General 

Office Fittings 



■■-'- 6'-Z' 

Make Pin Joint so as to 
Easilij Une up Control 
Board UnOs- 



-r-6'- 



FiGURE 97. Details of a Double Control Board 



worker's nnmber, helper's number, part number, date, se- 
quence of tickets, standard hourly production, operation 
and routing from and to. 

608 Horizontally, graphical scales are of a length of 50 



291 

inches, and, with each hour represented by %o inch, make 
it possible to display on board 250 hours ^ work ahead at all 
times. The 250 hours are divided into five equal fifty-hour 
spaces by four vertical black rubber cords of about %g- 
inch section, which extend from bottom to top of board. 
Each fift^^-hour space is, in turn, divided into ten-hour 
spaces by black cords of about Kc-inch section. Contrast 
of black cords with white surface of jDOsted Workers' Job 
and Time Reports gives an easy and quick method of visu- 
alizing; amount of work ahead of each production unit. 

609 At top of board, a date scale for current month, as 
well as progressing days of following month (when that 
space becomes available) , is arranged. Each working day is 
indicated in metal date slide by a strip of cardboard whose 
length indicates regular number of working hours in given 
day period. Take a case of an 8%-hour period for five days 
of week, and 5^/9 hours on Saturday. Cardboard date strips 
would accordingly be 1.65 and 1.05 inches long, respectively. 

610 As each day progresses, two red rubber cords of 
about %6-inch section, which also extend vertically from 
bottom to top of board, are moved along one day space, in- 
dicating graphically beginning and ending of the current 
working day. Work finished, ahead of red cord for end of 
current day, is work ahead of schedule, and work unfin- 
ished, behind red cord, is work behind schedule. Com- 
parisons made possible by red date line and black fifty- and 
ten-hour period lines give all time relationships required. 

611 Each production unit or class of work is identified 
by 1^-inch strip of cardboard, ^ve inches long, placed in 
metal slides on both right and left ha^id of V/z x 50 inch 
spaces devoted to machines, benches, floors, or general 
labor operations. These identification cards give number 
of production unit, department location, its descriptive 
name, range and specialty. In this manner it is possible to 
identify quickly the entire arrangement of production units. 

612 Against each production unit, or class of operation, 
certain workers must be scheduled. It is of paramount im- 
portance that it be known where each employee works as 
well as what he does. This condition is supplied by one- 
inch round yellow tags, giving each employee's clock num- 



292 

ber, as well as symbol of general class of operations each 
is skilled to do. These employee identification tags are 
suitably located on pegs opposite machine, bench, floor or 
general labor operation which they handle. 

613 Only tags of employees, on hand and working, are 
placed on control board. Where an employee is absent for 
an unknown reason, ill, on vacation, or away on company 
business, his tag is placed on Absent Employee Board 
under proper designation. Energetic follow-up of labor re- 
quirements is of great importance in any adequate produc- 
tion control plan, particularly during the present times of 
stress in the labor world. 

614 On left-hand edge of control board, opposite each 
production unit, are arranged two distribution pockets. 
Current finished Workers' Job and Time Eeports are filed 
by date in lower of each pair of pockets against production 
unit where work was performed. Before filing, however, all 
necessary calculations on job reports, registrations on 
progress records, and checking with clock cards have been 
made. 

615 The upper of two distribution pockets, opposite 
each production unit, is utilized for the purpose of holding 
production data. This is for convenient and systematic ref- 
erence with regard to work scheduled on each production 
unit, 

616 On right-hand side of control board, opposite each 
production unit, there are also distribution pockets. These 
are utilized for Workers' Job and Time Eeports in excess 
of those posted graphically. Periodically, as space be- 
comes available, they are transferred to board and placed 
in proper sequence. 

617 It must be understood that these excess jobs placed 
in right-hand distribution pockets are arranged in the se- 
quence in which it is desirable that work be done. Jobs to 
be done first are in front, and so on in sequence to the last 
job filed in pocket. 

618 S. H. P. Chakt. In order to guard against the criti- 
cism that the calculations necessary to determine standard 
hourly productions, as material is received and work com- 
pleted, will call for an enormous amount of clerical work, 



293 

let me suggest that a chart be made with pieces received or 
made across the top and pieces per hour down the side. The 
scale can be 100 across the top and 50 down the side. If the 
pieces were 830 and the S. H. P. were 30 per hour, the rule 
would be to multiply the S. H. P. for 100 by 8 and add the 
S. H. P. for 30. 

619 Important Eules. In closing this chapter, atten- 
tion should be called to the following rules : 

1 Eepresent each job by a schedule strip cut to the 
length equal to the amount of the order, divided by the 
standard hourly production of the work in question. 

2 Indicate by green on strip the actual material that 
is available or anticipated for operation, in terms of the 
standard hours of work released by the material received. 

3 Indicate accomplishments by black line over green, 
crediting operator or machine at the same rate as 
charged. 

4 Indicate set-up time in yellow. 

5 Indicate rejections in red and replacements in pink. 

6 Indicate overtime in orange. 

7 Have two red plumb lines indicating beginning and 
end of current day, and move them both to the right one 
date space each day. 

8 Keep strips in constant position while in operation, 
moving plumb lines only. 

9 Use colored sliders or buttons to show irregular 
conditions. 

10 Put strips on boards in order of operation se- 
quence, as far as this is possible. 

11 Keep strips posted up to the minute at all times. 

12 Keep boards constantly adjusted so that they re- 
flect the true conditions in the shop. 

13 Make daily reports of the irregular conditions as 
shown by signals, with reasons. 

14 Show anticipated completion times by red pointer. 



294 



Chaptek XIX 

COOEDINATINa THE ELEMENTS OP 

GRAPHIC PEODUCTION 

CONTEOL 

620 Now that the control board and its mechanism have 
been so thoroughly described, the task becomes one of using 
it as the clearing house through which to coordinate the 
control elements— product, material, equipment and labor. 

Four things are necessary to consider in this connection : 

1 An understanding of the control proposition in its 
entirety. 

2 Analysis of control functions and their relation- 
ships. 

3 General outline of procedure. 

4 Detailed outline of procedure. 

621 Figure 98 gives a ^^ bird's-eye view'' of Graphic 
Production Control, and as a concrete illustration of an 
actual installation will prove of considerable value. The 
board described covers the use of time cards as strips, with 
progress slips behind them. This takes care of the first 
consideration. 

622 As to the analysis of control functions and relation- 
ships. Figure 99, covering foundry; Figure 100, covering 
machine shop and foundry, and Figure 101, covering the 
manufacture of clothing, will illustrate them. 

623 Figure 102, covering foundry ; Figure 103, covering 
foundry and machine shop, and Figure 104, covering the 
making of clothing, will give a general outline of proce- 
dure. 

624 The following outlines cover more or less detailed 
procedures (4), considered under the headings— foundry, 
rubber factory and machine shops. 



295 

625 Opekation" of Control and Dispatch Boards in a 
Foundry. (See board illustrated at Figure 105.) On issu- 
ing shop production orders, estimates from similar work, 
or actual accomplishments of the past, are used as basis of 
standard productions per hour. A Workers' Job and Time 
Report is made up for each operation, and corresponding 
scheduled or standard hourly productions are registered in 
red on these tickets. In addition, other identifying infor- 
mation, such as order number, working place, department, 
part number, the operation, quantity on order, number 
gated together, and metal specifications, are written on each 
job or operation ticket. 

626 Workers' Job and Time Reports, which are made 
out as above, are sufficient for only one day's work on each 
operation of order. As a matter of fact, some or all opera- 
tions may take longer than a one-day period. Accordingly, 
duplicate operation or job tickets are made up for day (or 
less than day) periods, which must be applied on each 
operation of order to complete it. The total scheduled 
times, of course, are total quantities on order divided by 
standard hourly productions. Workers' Job and Time Re- 
ports never extend from one day period into another, which 
accounts for the necessity of making out duplicate tickets 
for each operation for every increment of time applied in 
any one day. 

627 The graphical scale of Workers' Job and Time Re- 
ports is used to display extent in hours of schedule. (See 
Figure 94, Chapter XVIII.) Number of hours scheduled on 
ticket is indicated by placing a black ink mark at required 
point on graphical scale. When a required material is on 
hand, or partially on hand, graphical scales are filled in, in 
green, to the extent which this material represents in 
available hours' work at standard rates of production. 

628 At this point scheduled orders are posted on con- 
trol boards at locations where there exists available pro- 
ductive capacity. Succeeding operations are scheduled so 
that there is assurance that material will be on hand from 
each preceding operation. As material is reported avail- 
able from finished operations, indication of course is given 
on graphical scales by filling in with green, as has been ex- 
plained before on tickets representing later operations. 



296 



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629 Workers' Job and Time Eeports, in operation of 
posting in metal pockets of boards, are overlapped so that 
schedule hours on each ticket are in evidence. The total 
length of several tickets, posted consecutively, will be a 
graphical representation of sum total of scheduled hours of 



PRODUCTION CONTROL0R6ANIZATI0N 



PRODUCTION MANAGER CA 

'iEflERtLSiJPER-JISmH&CO-ORBil'ATiONPRCDUCTm 
COmm BUOUP, TimELYREPORTSOHAVtlUdLEANO 

pmspecti ve pro duct i on ca pa cities, la bor 
re0uireiiielit5,mndlin6 complaints oh 
deUyeries or product, production polioeA 
inspection and reports tumanagekleut 
ok maintenance of organizeds^steus, 
a/id instruction ons'fstems. 
maintenance of 
discipline 



DISPATCH CLERKS CA 

W.Tt •■/tSJOSA'-EADBASIS 



c~ =^r _ =--" t=.REeis- 
^R ■■ : - - ". = ' ■■ 5 -• ■ : ';j ittins 

AND PkoPERDIS^R'SJ'^ION OF 
nniSHED JOS TICKETS,CHEClf'ne 
mVCKETS MTHaOC/f CARDS. 



CONTROL CLERKS CA 
CONTROL BOARDSCHEDUKINSAUD 
FOLLOW-UP, PE6ISTRY0FPPO0RESS 
FROM JOB AND SHIPPING REPORTS, 
MAINTAmiNG JOBSROTYETSTIRTEO, 
JOBS II'P/?OCESS,ANDJOBSFINISN- 
EDFiLES,C0STESriMATiN5,PERi0D- 
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ANCE ON 01 SPA TCHINO, REPORT OF 
IRREdULARITiES TDPRODUCTiONMAH- 
kCiER^AHDARDrZA VOX OF PRODUCTION 



RECORD ' CLERKS CA 

MAINTAININO DAILY METAL 
STOCK DISBURSEMENT RECORD, 
PATTERN RECORD PRODUCTION 
ORDERSJH PROCESS COST RECORD. 
CATALOk RECORD FllE^FINISNED 
SUHHARYCOSTRECORDFILEJiLL 
CORRESPONDIfl6F;LES,ST0RES 
OFFORHIS USED IN THISBUSINESS, 
INDUCTION DEPARTMENT 



STENOGRAPHIC WRK 




REC£IVINS&5HIPPIN6ai 
RECEVINS.INSPECTIONAUD 
PROPER DISTRIBUTION OF 
IIICOMINGANDF/ML INSPEO- 
ION. PRE Para ~!0 -iANDSHIP- 
P' VS OFQjrsOi V5 MA TER- 
/ALSiPRCXCrS.Ml'INO 
RECEI/INSScSHlPPIIIBS: 

\final I HSPEaioti reports, 

\DISCIPL"IE 



METAL STORES aE 
COUECTWS^FTIHS, 5T0R- 
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FLASKSANDOTHERAWIIUAR- 
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ASPERDlSPAKH RACK SCHE- 
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U<DDISdURSEMEHTS,PATTE!»IS, 
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TRA N5P0PTA T/ONA HDSYS- 
TEMATIC L0A0IN6&UHL0AD- 
llieOFMiTERIALSAHDSUPP- 
UES,SECURIN6ANDRETURN 
T0SHIPPIN6 OEPARTMENT 
OF PROPER iCKHOY/LEDSE- 
MEHTOFRECEIPTOFMA TERMS 
ANDSUPPUES 



RKSSyPEKlNTENDANT 



I OPERAT1N5DEPARTMENT5 C6 
I SYSTEMATIC DIREaiONOFWORKER, 
I AS PER PRODUCTION SCHEDULESMTHE 
0PERATIOHS0FC0REMAKIN6,MCKINE, 
FLOORAHDTUBH0LDm,CLEAtllN6 ' 
tNDFINISHIR6,PATTERNMAKIN6AMD 
^JtlACHiN/HS,CONVER5IOH OF METAL, 
SEHEPATmOFPOKRANDMAmm- 
l lUt^DIAffT 



PRODUCT STORESae 

5T0RIN6, CARETAKIN6AND 
METHODICAL DISBURSIH6 OF 
STOCKSOFPffODUCr ' ' 
OFRECEIPTSAHDDl 
MEHT^MAJHTAIHm STOCK 
LIMITSAUD RECORDS, 
UONTTiLY mENTOR/ES 



.r^ 



Figure 99. Foundry Control Organization 



above tickets. If they are of one shop order, then you will 
have on board the sum total of hours scheduled to complete 
an operation of given shop order. 

630 Space is available on board for scheduling 250 hours 
of work. As you are finishing current month, scheduling of 
following month's work follows. Excess jobs or schedules 



299 



PRODUCTION CONTROL 0R6ANIZAT ION 






PRODUCTION MANAGER 

GENERAL SUPERVISIOf/AND CO-ORDINA TION 
PRODUCTION CONTROL GROUP, TIMEL Y REPORTS 
ONAVAILABLEAHD PROSPECTIVE PRODUCTION 
CAPACITIES.SUeeESTlYE REPORTS ON LABOff 
A ND EOUIPI^ENTREOUIREHENTS, INVESTI6A T- 
INSCOMPLAINTS Off DELIVERIES AND PRODUCT, 
PRODUCTION POLICIES, INSPECTION AND 
REPORTS TO MASA6EME NT ON PRODUCTION 
ACCOMPLISHMENTS. 



DISPATCH, CLERKS 

MAINTAINING JOBAREADBASIS" 
A TDISPi -nCHSTA T.'ONS. REPORT- 
We >^i TTE9S Oi'^O'^ RE6ULAR 
0R:^£-. "r? -"-■'■ :^5rARTIN6^l1D 

oi''-~ '.'- - '5/. :~EZ'<iNe,cohi- 
ru- ■ :- i ; J-.- s-r/0N0Fj03 

TIChETS, C-rC/- IS WITH 
CLOCK CARDS. 



~\ 



CONTROL CLERKS 
CONTROL BOARD SCHEDULINe AND 



PIN6ANDINSPECTI0NREPORTS,MAIN- 
" _ -AR. 

ISHEDF;lES,C0STE5TIMATIN6,REP0RT\ 



TAININ&0RDERS,N0TYET5TARTED, 
ORDER IN PROCESSjAND ORDERS FIN- 



OFIRREeUURITIES TO PRODUCTION 
OFMANASER, STANDARDIZATION OF 
DERATES 



RECORD CLERKS 
MAINTAINING DAIL Y METAL 
DIS8URSEMENTANDRECEIPT 
RECORDS, PA TTERN RECORDS, 
COST ESTIMATE CONTROL RECORDS,,, 
INSPECTION REPORTCLASSIFIECf 
FIL E, CLASSIFYINS REPORTS 
DELIVERED TOOTHER 
DEPARTMENTS. 




METAL STORES 
SWRIN6, CARETAKIN6, COL 
LECTW6,S0m-IN6 8c METHOD- 
ICAL DISBURSm OF RAtV . 
METALS ASPER FURNACE 
SCHEDULES, REPORTS OF 
RECEIPTSB: DISSURSEUE.rrS, 
MONTHL y INVENTORIES 



MISCELLANEOUS STORES 
STORING, CARETAKm AND 
METHODICAL DISBURSINS OF 
MISCELLANEOUS SUPPLIES, 
REPORTS OF RECEIPTS AND 
DISBURSEMENTS, MAINTEN- 
ANCE OF STOCK LfM ITS AND 
RECORDS, MONTHLY 

INVENTORIES.- 



RECEIVING 
RECEIVme, INSPECTION, 
AND PROPER DISTRI- 
BUTION OF ALL INCOMING 
PURCHASES RETURNED 
eOODS AND OTHER 
MA TERIALS.MAKING RECEh 
WGREPORk, DISCIPLINE. 



PAHEt^N STORES 

STORING, CARETAKIN6AND 
METHODICAL PREPARATION 
AND D J SPATCHIN6 OF PAT- 
TERNS, FLASKS. AND OTHER 
AUXILIARIES T0F0UNDIN6 
OPERA TIONSAS PER DISPATCH 
RACK SCHEDULES, PAT- 



TERNRECORD. 



NFokMATION 



^ 



Y Y 



PRODUCT STORES 

5TVR}Ne, CARETAKIN6, METH- 
ODICAL DISBURSING 0FST0CK5 
OF PRODUCT, REPORTS OF 
RECEIPTS AND DISBURSE- 
MENTS, MAINTAIN/NG STOCK 
LIMITS AND RECORDS. 
MONTHLY INYENTORlks. 



T 



SHIPPING 

PREP A RA TION 8c SHIPPING 
OF ALL OUTGOING MATERIALS 
a PR0DUCTS,MAKING5HIP- 
PING REPORTS,S£CURING 
PROPER RECEIPTS FROM 
TRANSPORTA TION AGENT 
DISCIPLINE 



FOUNDRY SUPT 

SUPERVISIONS:. CO-QRDIN- 
ATIONOFALL FOUNDING 
DEPARTMENTS So WORKERS 
INFULFILLIN6SCHEDULES 
^DISPATCH, MAJOR 
DECISIONS AND 
DISCIPLINE 



FACTORY SUPT. 

suPERvismico-om/uTios 

or ALL MANUFACTURING 
DEPARTMENTS5: WRKERS 
IN FUFILL IN6 SCHEDULES, 
MAJOR DECISIONS 
AND 
DISCIPLINE 



FOUNDRY OPERATINSDEPARTMENTS 
SYSTEMA TIC DIRECTION OF W0RKER5AS 
PER PRODUCTION SCHEDULES, IN STAND- 
ARD MANNER OF DOING OPERA TIONS OF 
CORE MAKING, MACHINE,FLOOR, & BENCH 
MOL DING, CLEANING 8c FIHISHfNG, & COH- 
iERSmOFMETAL,INALL FOUNDING DEPtS 
MAINTAINING PRODUCTION STANDARDS 



^ 



i Y- Y 



FACTORYOPERATING DEPARTMENTS. 
SrSrEmriCOIRECTIOHOFWORKERSASPER 
PR0DljaiOHSCHEDULES,INSTAHmDIUNHER 
0FDOIN6 OFEWIONS 0FMACHININ6,PLATING, 
POUSHm,JAmNHm ENAMELING AND 

Assembling IN ALL manufacturing 

DEPARTMENTS, MAINTAIN INS 
PRODUCTION STANDARDS. 



J 



\ 



Figure 100. Foundry and Machine Shop Control 
Organization 



300 



are temporarily placed in excess job pockets at right-hand 
side of board. Jobs to be done first are placed in front, 
and so on in sequence to last job. As space becomes avail- 
able on graphical scales, these excess tickets are posted in 
manner explained in foregoing paragraphs. 

631 Assuming that all shop orders are scheduled on 
control boards at the close of each day's operations, a 




Figuep: 101. Clothing Shop Control Organization 



number of jobs ahead are taken from board equal to one 
day's work ahead for all employees. These are posted out 
in operating departments at places arranged for each pro- 
duction unit on dispatch boards or job holders. As daily 
work progresses, accomplishments -on operations are regis- 
tered under ^^Made"; results of secondary operations, such 
as pouring, are registered under ''Secondary Operations," 
and defective quantities, revealed by process inspection, 
are placed under ''Defective." Process inspectors also 



301 

check quantities registered as a result of primary and sec- 
ondary operations. A suitable place is also arranged on 
job card for registration of secondary operators' and 
process inspectors' clock numbers. 

632 ^Y\\en a worker finishes a job and starts the next 
job, he does not rearrange job tickets, for he can easily bend 
down ticket of finished job and see next job back of it. He 



I PRODUCTION ORDER HANDL1N6 PR0C£DURe1 




«OTES«S,«AS«S. 



1 


. ^ 

J^ 


i'i 


— -n 


ly 


— 




1 
, ) ■ 


2~ 


T 





^— STAJiCMO PmOUCTI0.1 DATA 



FINISHED PKODIXT&. 
ro CdSTOMBR 



Figure 102. Foundry Control Procedure 



does, however, turn around to the front red side of tag used 
for signaling that a job is just finished and he is starting- 
next job. 

633 The dispatcher makes rounds of all dispatch 
boards and job holders every half hour, punches starting 
and quitting times of jobs just finished and started, makes 
note of irregularities causing idle-time periods, as well as 
time lost and especially that workers are following out in- 
structions. He also sees that workers have their identifica- 
tion tags properly displayed on job holders and boards, 



302 

that metal and pouring specifications are properly signaled 
and registrations on Job and Time reports are being 
carried out properly. He collects Workers' Job and Time 



iliiiii 







Figure 103. Foundry and Machine Shop Control 
Procedure 

Eeports of completely finished jobs and turns around to 
front green side of tag which signals that a job has just 
been finished. 



303 







SNOiuoNCO ifvinosm jo a>iisi93»v wiinodsn 



Figure 104. Clothing Shop Control Procedure 

634 On returning to Control Department, dispatcher 
files finished job tickets at control board in current finished 
jobs distribution pockets, along with reports of idle-time 
periods. They are filed on forward side of partition card. 



304 

dividing posted and unposted current finished jobs. All 
matters not being done as per Control Department instruc- 
tions are reported to production manager. Dispatcher now 
makes ready for his next round, taking along with him all 
rearrangements made in jobs to be done next, or jobs which 
are to be stopped and others done instead. 




Figure 105. Foundry Control Board 

635 At end of day all jobs of current days are punched 
out and job tickets for next day or working shift are 
posted. Where molds of a current day's production have 
not yet been poured and secondary operations and inspec- 
tions registered, job tickets are left in place until they are 
completed. Such uncompleted job tickets are stamped 
*^ Yesterday,'' so that there will be no danger of workers 
confusing them with current job tickets. 



305 

636 Finished Workers' Job and Time Keports of each 
day's production are first stacked by workers' clock num- 
bers, so that the elapsed times may be checked with clock 
cards. Where a job has been worked on during overthne, 
it has been previously stamped '^Overtime," with signa- 
ture of person authorizing same, as well as number of hours 
authorized. In this manner we have control over amount 
of overtime put in. During this checking extensions of 
elapsed times are registered on clock cards as well as on 
job cards. 

637 After checking with clock cards, necessary com- 
putations are made so as to get total castings made, total 
defective and total made good, as well as' balance to be done. 
Ordinarily, on molding operations, quantities registered 
under ''Made" and ''Secondary operations" are stated in 
molds, and under "Defective" in unit castings. But the 
principal thing we are after, in case of molding operations, 
is the total unit quantity made good. 

638 Credit is allowed for molding and pouring opera- 
tions only in total made good, since it is necessary, at this 
time, only to make more molds and to melt more metal to 
replace defectives. Total made good is divided by standard 
hourly production, giving a certain number of hours ' credit 
to scheduled times, as originally posted on control boards. 

639 Eegistration of credit on graphical scales of job 
tickets is handled as follows : On supposition that we have 
received first job and time report of first operation of an 
order, we will, on graphical scale, mark over green with 
black to number of standard hours' credit. Providing ac- 
complishment was greater than scheduled rate, we fill in 
our black accomplishment line only to extent of schedule of 
given job ticket and register surplus on next job ticket. If, 
on the other hand, amount of work done was less than 
schedule rate, we fill in black accomplishment line to re- 
quired amount and must replace ticket on control board so 
that unfilled scheduled work may be evident and that sub- 
sequently we may gradually accomplish and register entire 
schedule. After a job ticket has been completely filled 
(that is, filled in, in black), it is taken from control board 
and placed in distribution pocket for current posted jobs. 



306 

640 There is one other matter in connection with con- 
trol board operations; that is, registration of current day's 
accomplishments on progress and foUow-np records. We 
register each day (for each casting), from current 
Workers' Job and Time Eeports and Final Inspection Ee- 
ports, the following : 

A Number of molds made. 

B Unit quantities of good castings made. 

C The accumulated total of good castings. 

D The total defective castings reported from molding 
and final inspection operations, making distinction be- 
tween the two. 
—and from the current shipping reports we register: 

A The bill number. 

B The unit quantity of castings shipped. 

C The accumulated total of castings shipped. 

D The weight shipped. 

E The accumulated total weight shipped. 

641 Castings reported defective from final inspection 
operations have, it is evident, been formerly credited as 
good castings during molding operations. We must make 
a deduction in length of our graphical scales. This is done 
by filling in with red on extra job tickets number of hours 
required to mold extra castings to make up for defectives. 
These tickets are placed on boards at end of series of job 
tickets. This can be done, of course, only if molding opera- 
tions have not yet been completed. 

642 It is the custom in some foundries to consider that 
a 10 per cent, fluctuation over or under quantity ordered 
shall constitute fulfilment of customer's order. Circum- 
stances, however, cause different arrangements. Enlarge- 
ments of order quantities, due to defectives reported in final 
inspection, are only for the purpose of making as complete 
a fulfilment as possible. 

643 At times of scheduling work on controlboards, the fol- 
lowing details arelooked up with regard to various materials : 

A Are they all on hand ? 

B If not, when will they be on hand ! 

C From where are they expected?— and references. 

D Place for noting time and receipt. 



307 

644 All of the above matter is registered on progress 
and folloAY-up record mentioned in foregoing paragraph. 
AVhen follow-np has proceeded to such a point that the in- 
ternal operating organization of the company can handle 
it, identification and instruction record, together with pat- 
tern record card, is sent to Pattern Department. 

645 Pattern and order parts are now located in Pattern 
Stores, inspected, and prepared in best manner for molding 
operations, and are then placed on dispatch racks against 
specific machine, bench or floor or other production unit 
which requires them. Corresponding identification and in- 
struction record is jDlaced in holder attached to bin, and, 
with pattern and other parts, it remains there until called 
for by try-out and set-up man. There are two holders or 
clips attached to each rack, one holding identification and 
instruction record of the next job to be done, and the other 
holding other jobs ahead. 

646 After try-out, and when work in process is almost 
finished, set-up man comes and secures pattern and identi- 
fication and instruction record and delivers pattern to pro- 
duction unit. If it is a very difficult job, he sets up and 
starts it, giving any special directions required. He then 
delivers identification and instruction record to Shipping- 
Department, which there acts as notification that molding 
operations have been started. In case of coremaking oper- 
ations, which are always started before molding operations, 
core boxes are likewise delivered by set-up man, but he 
does not remove identification and instruction record from 
dispatch racks. 

647 Utilizing first castings on each new job started, the 
pattern record is checked up. The most important items 
to check are: number gated together, what patterns they 
are gated with, weight of each casting cleaned, weight of 
castings per mold, and gross weight per mold. For costing 
purposes we must know gate and scrap factors. After pat- 
tern record is comjDletely checked, it is returned to pattern 
record file, located in Control Department. 

648 Operation of a Control Board in a Eubber Fac- 
tory. (See board illustrated in Figure 106.) The planning 
boards themselves are in all cases record of stocks on hand. 



308 

These boards are debited and credited from the various 
factory reports. At the left of each board is a list of 




Figure 106. Rubber Factory Control Board 



articles or parts. Opposite each article is a scale divided 
into the various standards of measure as decided on. 
Under each such scale is a movable slider. This slider is 



309 

moved along the scale as goods are produced or received, 
and moved back when goods are used, scrapped or with- 
drawn. The position of the left-hand edge of this slide on 
the scale, therefore, denotes at all times the amount of this 
commodity on hand at the date posted. These boards are 
posted constantly as the reports come in, and are entirely 
corrected and posted by one man. 

649 In connection with the planning boards is a sched- 
ule board. This board is divided into the days of the week, 
and opposite each day, in a space provided, are a number 
of slips representing the schedules to be issued that day. 
Tags in red denote master schedules to be issued for use in 
planning, and those in blue denote schedules that must be 
issued to factory on that day. These tags are so arranged 
that schedules go to factory on proper day, so that com- 
modity in question, when produced, will tie in with building- 
schedules and goods will arrive so that work may proceed 
without delay. At the beginning of each week, in each tag 
is placed a colored pin, and as each master or factory sched- 
ule is made out this pin is withdrawn. This assures the 
certainty of all schedules being issued, and being issued at 
the proper time. 

650 On this same board is an inventory schedule divided 
into four weeks of the month. Opposite each week are tags 
representing the inventories that are to be taken that 
month. In this way we check our boards on each item each 
month. These tags are also pinned, and as inventory is 
taken, boards are checked and pin withdrawn. These in- 
ventories are taken in conjunction with inventory clerks 
employed by Stock Eecord Department, and call for no 
extra expense. 

651 As an adjunct to planning there is a set of books 
containing all data as to different parts entering into the 
manufacture. These data include weight, width, gauge, 
compound fabric of each piece, arranged in such form as to 
allow for ready reading in planning. Our issued schedule 
copies are filed in a special cabinet, and returned completed 
schedules in labeled books by department. 

652 There is also a standard book showing all machine 
speeds, piece rates, operation speeds, floor space, machines 



310 

available , capacity and production by departments, to- 
gether with various convenient charts for computing plan- 
ning schedules, as hereinafter explained. 

653 Mold books show all core and mold equipment by 
size. These are debited and credited from receiving re- 




FiGURE 107. Machine Shop Single Control Board 



ports, and molds withdrawn from service reports, respect- 
ively. They at all times show serviceable equipment and 
are posted daily. 

654 Opekation of Control Boards in Machine Shops. 
(See board illustrated at Figures 107 and 108.) 

1 In this endeavor to describe the elements and the 
functions it should perform, no attempt will be made to 



311 

enter into a discussion regarding the theory and advan- 
tages of Graphic Production Control. 

2 It is sufficient that instructions, clearly defined, be 
drawn up for reference purposes, and for the purpose of 
further instruction of those who have not yet come in con- 
tact with the actual performance now being carried on in 
the Control Departments. 




Figure 108. Group of jMachine Shop Control Boards 



3 Production Control Departments have been in- 
stalled in the important divisions. AYhile the basic 
principles governing all installations are identical, local 
conditions sometimes make it necessary to vary the pro- 
cedure for purposes of convenience. 

4 Control boards are made of selected white pine, 
properly seasoned and carefully matched, seven feet 
square and one inch thick. They should be braced at both 
ends to prevent warping. 

5 The boards are divided vertically by forty-two hori- 



312 

zontal sections or slides. These sections consist of two 
pieces of grooved sheet-metal, designed so that a strip of 
paper 1% inches in width will slide easily in the groove. 

6 The grooves are 72 inches long. At the left edge a 
space four inches in width is provided; this space is di- 
vided into forty-two pockets five inches deep, one pocket 
opposite each section or slide. 

7 At the right edge is provided a space f onr inches in 
width and of the full height, on which, opposite each sec- 
tion, is placed a card 4 inches long by 1% inches wide. 
See description at paragraph 25. 

8 At the top, a space of two inches is allowed for each 
calendar day except Sunday and legal holidays. As no 
production work is performed on these days, no pro- 
vision is made for their recording. 

9 A stout white cord, of a length equal to the height 
of the board and fastened at each end with a Moore push- 
pin, serves as an indicator and marker. 

10 Signals of colored buttons or flags are provided, 
the use of which is described later. The boards are 
placed on a platform raised ten inches above the floor, 
this for the purpose of allowing the operator, when stand- 
ing on the floor proper, to reach more conveniently the 
extreme lower slides. To reach the upper slides the op- 
erator stands on the platform. 

11 The elements or individual factors used in deter- 
mining the desired result are as follows : 

a Machine Tools— designated by number. 

h Bench Space— designated by number. 

c Production Order Number. 

d Quantity on Order. 

e Standard Hourly Eate of Production. 

/ Operation— designated by machine number. 

g Operation— designated by name. 

1% Kind of Material. 

i Name of Part. 

j Material Available. 

Ti Date of Starting Order. 

I Date of Finishing Order. 



313 

(Note.— The board above described is one of the 
earlier types. For later developments of board, see 
Figures 96 and 97, Chapter XVITI, with accompanying 
description.) 

12 All production orders are issued by the Produc- 
tion Division, under the supervision of the general super- 
intendent. 

13 This order, as per Figure 15, Chapter XII, is issued 
only when the stock ledger cards for raw material show 
the material to be used on hand. The importance of this 
fact is demonstrated later. 

14 This order form, made out with proper informa- 
tion, is forwarded to the Production Department of the 
division in which the work is to be performed. 

15 On receipt in the Production Department of the 
division in which the work is to be done, the order is 
given to the order clerk, who will refer to the Graphic 
Operation Analysis form. Figure 17, Chapter XII, on 
which are listed the various operations through which 
the order will pass. 

16 From this form the order clerk will tralisfer stand- 
ard operations to reverse side of Production Order. 
Order clerk will also set down the number of the machine 
on which each operation is to be performed, and the 
standard hourly production. 

17 This side of the card now becomes a Progress 
Eecord. See Figure 21, Chapter XII. 

18 The information for routing of order is now com- 
plete and information is transferred to an Identification 
or Move card, which becomes the order that actually goes 
into the shop. See Figure 34, Chapter XIII. 

19 On* the same side, as shown, the routing is de- 
scribed by sequential operations. 

20 To the Move card is then attached a material 
requisition (Figure 32, Chapter XIII), calling for the ex- 
act amount of material with which the order is to be 
manufactured. For description of uses for requisition, 
refer to Chapters XIII and XIV, on Material Control. 



314 

21 The order, with the information relating to work 
to be done and amount of material to be used showing on 
requisition, is ready to be entered on the control board. 

22 Shown herewith is a strip of paper, VA inches in 
width, designed to fit easily in the metal sections or slides 
as previously described. 



&4: 



'•TOOK 
UACH. 
DATE 



P1SV OP 
THIS OP. 
NETTOP' 



j 1 1 1 1 1 1 1 1 I { I 1 1 1 1 1 1 1 I j 1 1 1 1 1 1 1 lU: 



I I I I 



28 This strij) is divided into spaces of one inch be- 
tween two parallel lines running longitudinally on the 
strip, and V^ inch apart. As this particular company 
operates on a ten-hour basis, each one of these small di- 
visions represents one hour, and each group of ten hours, 
one working day. The longer and heavier vertical lines 
denote divisions of one day, the lesser lines denote one- 
half day and the smallest lines one hour. 

24 It is now necessary to explain the procedure fol- 
lowed when the Production Order is put on the Manufac- 
turing Schedule. 

25 Eef erring to paragraph 7, it will be noted that the 
first factor is the number of the machine on which the 
work is to be done. 

26 A form is used on which to tabulate the machine or 
bench number, the operation number and the type or kind 
of machine. The position of this form on the right edge 
of the board is determined by the machine operation. Op- 
posite the machine number, and in the metal strip, is 
placed the hourly strip. 

On the graphic scale or strip is tabulated the following 
information : 

Production Order Number. Date of Starting. 

Quantity on Order. Previous Operation. 

Standard Hourly Production. This Operation. 

Kind of Material. Next Operation. 

Machine Number. Name of Part. 



315 

[jjirnji[ i ii i i ii i i [iii i ii iii |i i i i ii i i i liiiiii ii i| ii i^ 



27 Across the top of the board are spaced, every two 
inches, the calendar dates. Vertical lines indicate these 
spaces. 

28 In the middle of the date space, or centering the 
date number, is a Moore push-pin, to which is attached 
the date string. The string is fastened at the top and 
bottom of the board, and indicates the current day. 

29 As the basis of control for all production orders is 
the standard hourly rate of production, it is important 
that the factor be thoroughly understood as to its de- 
termination and use. 

This factor is that rate at which any individual opera- 
tion on any piece or pieces should take from start to finish 
during period of one hour. 

Example : A lathe operation will turn a piece of mate- 
rial at the rate of ten pieces per hour. Ten is therefore 
the standard hourly rate of production. 

30 During the period when the rate on certain opera- 
tions was desired,— whether such operation was on a ma- 
chine or bench,— the time was taken from the moment the 
operation was started until it was finished. This is only 
approximate and not absolute. The rate, however, was 
constantly watched, and corrections were made from time 
to time, so that those rates now in use are sufficiently cor- 
rect and dependable. 

31 The rate is designated on the hourly strip by the 
initials S. H. P. 

32 The Production Order calls for a certain number 
of finished pieces, and the requisition furnishes the de- 
sired amount of material. When the order is put in 
process the material will be considered as being consumed 
at a rate per hour determined by the S. H. P. 

33 As the hourly strip is divided into hours, the mate- 
rial is indicated by a green line filled in between the par- 
allel lines, the length depending upon the number of 
standard hours of work the material received releases. 



316 

Example on strip herewith: Order calls for 1000 
pieces; S. H. P., 50 per hour; 1000 divided by 50=: 20 
hours, or two ten-hour periods ; material is on hand, there- 
fore green is shown for 20 hours or 2 days. 



OFDSRNO 

QUANT. WOO 

\5.nP SO 



•STOCK 



PfiBVOP. 
THIS OP 
h'EXTOP 



Hli|irr|||tit^i| i llli| i l i |illli|ili|i ^ 



•STOCK 
MACH 
DATE 



34 The material on hand, and the number of hours 
through which the order will proceed, having been deter- 
mined, it is possible to determine the starting and finish- 
ing time. 

35 The sequential operations being determined and 
scheduled in the same manner as described above, it be- 
comes necessary to determine the machine on which the 
work will be done. In case single-purpose machines are 
used for certain operations, the machine becomes auto- 
matically designated. In case of general-purpose ma- 
chines, the production manager or the superintendent 
makes the decision. 

36 The hourly strip is put in its proper slide opposite 
the proper machine number, with the extreme left end of 
the strip under the date for starting. This procedure is 
repeated for every operation posted on the board. 

37 As the work on the machines proceeds, the mate- 
rial shown in green on the strip is consumed. The num- 
ber of pieces finished is divided by the S. H. P., and the 
resulting hours of credit are blacked over with pencil and 
indicates the labor effort. 



ORDEDNO 



p/ievop 



OUANT THIS OP. 

iSff.P 4 NEXTOP. 



4 



i'l'lIlMiIilil|hh^4i| il I li |iIi|i|I|i|iI i | i |I| i |. i fi|i|T|i| J 



UACH. 

DATE I^Dou 



38 Strip herewith shows material originally for three 
days but now reduced by one, as one day's work has been 
finished and posted. 

39 The procedure for scheduling and posting having 
been explained, a detailed description follows, showing 
actual information given by the control boards. 



317 

40 The necessity of supplying material in sufficient 
quantities with which to meet the full needs of a produc- 
tion order is so important that any deviation from such 
a plan is an unsafe manufacturing method. 

No production order should be issued until the mate- 
rial is at the plant or in such place as to be readily avail- 
able. 

41 One of the virtues of a control board is that it in- 
dicates the material or the lack of it, as the case may be. 
While the control board is not to be looked upon as a 
stock-keeping record, it is a fact that unless the Stock 
Eecord Department keeps a constant and proper supply 
of material flowing to the machine shop, it will indicate 
plainly that material in sufficient quantities has not been, 
or is not being, supplied to meet the requirements indi- 
cated on the production order. 

42 Therefore it is the duty of the control clerk at all 
times to keep his material records clear, and, through his 
dispatch clerk, to keep a constant supervision on the 
movement of material from operation to operation. This 
is usually accomplished by complete cooperation between 
the department foreman, the dispatch clerk and the con- 
trol clerk. 

43 When a production order is received, all available 
information should be secured at once before the control 
clerk begins to schedule. Information needed is tabu- 
lated on the end of each hourly strip, with the exception 
of the material. This must be computed into hours. 

44 Example : On the hourly strip attached, the order 
calls for 4000 No. 1 studs to be rough turned. The stand- 
ard hourly rate of production, or S. H. P., is at the rate of 
100 pieces per hour; therefore, in one day of 10 hours, 
1000 pieces, 100 times 10, would be carried through the 
day. 

45 It would, therefore, take four days at the rate of 
1000 per day to complete the order for this operation. 



\snp. 



hTI l TlTji ii iIi | i ) I I I I I } |i |[i<s^ i | i| |i i |i}i | iili i|i j i i i4w:j 



318 

Material, indicated by the green crayon, should then be 
filled in on the strip for four days of 10 hours each, or 40 
hours. 

46 As the material is used, the green is blacked over. 
The strip indicates that work to the amount of two days 



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of 10 hours each has been posted, and that one-half of the 
material, or 2000 pieces, has been used. 

47 The information for posting the strip is taken 
from the workers' time card. See Chapter XVI for in- 
formation as to time cards. 



319 



48 The information as regards labor hours and num- 
ber of pieces made, good and bad, is the only data in 
which the control clerk is interested. 

49 The above card applies only to an order which has 
been in process during a 10-hour period without interrup- 
tion. 

50 As this condition does not always prevail, it is 
shown here how to control several different orders which 
have been in process on the same machine during the 
same day for 10 hours. In this example ^yq different 
orders are used. 

51 As shown on the time card below 
was started at— 

First 7 o'clock; finished at 

Second 8 o'clock; finished at 

Third 10 o'clock; finished at 

Fourth 1 o'clock; finished at 

Fifth 2 o'clock; finished at 

52 The hourly strips are accordingly cut for the hours 
shown for each order on time cards. The five orders are 
separately listed, one for each strip, and the day's work 
shown as below. 



low, the first order 


Hours 


Pieces 


8-1 


500 


10-2 


500 


12-2 


100 


2-1 


25 


6-4 


100 











1 \ 1" 


7- 

1^ 


' 8-10 


'lO-IE 


iu 




1 J 1 



53 It will be noted that on the last order there remains 
unused material sufficient for three hours' work, or 75 
pieces available for the machine operation during the 
next working period. 

54 Overtime being a common occurrence,— and by 
overtime is meant only such as used by a worker after the 
regular hours, or who simply carries on his work over a 
longer period in one day than is ordinarily the case,— 
provision must be made for the posting of such effort. 

55 To show this condition on the control board, over- 



320 

time is posted on the board in orange. See Figure 87, 
Chapter XVIII. 

56 To make proper postings covering night work or 
extra shifts, see Figure 90, Chapter XVIII. 

57 The tabulation of the amount of material for each 
operation is based on the theory that until the first opera- 
tion is complete and all pieces have been through that 
operation, there is no material available for the next or 
second operation. 

58 In actual practice, the material is moved from 
operation in lots equal to a certain labor effort over a 
specified number of hours. The twelfth law of Graphic 
Production Control covers this point. 

59 These lots may be as large or small as the produc- 
tion manager decides. For instance, he may decide that 
the work performed in one hour on the first operation 
supplies sufficient material to start the next operation ; or 
this period may be a day or any other period of time, and 
so on through the several operations. 

60 On the control board the material posted for each 
successive operation is determined by the standard hourly 
production rate on the operation about to be done. To 
make this clear, an example is given : 

61 There are 800 pieces to be done, the standard rate 
for the first operation being 80 per hour. Standard rate 
for second operation is 17 per hour, or 170 per day. 
Therefore the available material for the operation will 
cover a period of 47 and a fraction hours, or 800 divided 
by 17. 

62 The second operation being slower than the first, 
the material will accordingly last longer; 800 being one 
day's work on first operation, with the same amount being 
approximately five days' work on the second operation. 

63 As shown on the hourly strips attached, 800 pieces 
passed through the first operation. Strip A, and provided 
material for nearly five days, as shown on Strip B. 



STOCK 
MACH. 
DATE 



M l III i T i Tn I III inl i ii 111' Mi l I I III '1 1 1' I Mil I Mil II III 11^ 



321 



"OROERNO — Prey d^ 

QUANTITY THIS >• 



64 Should the next or third operation be at the rate 
of 100 pieces per hour, material for 8 hours would be 
shown. 

65 Note that the second operation, being the slowest, 
controls the speed of production on the entire order. 

66 Since work is interrupted on the machine or bench 
by various causes, signals have been devised which graph- 
ically call attention to such interruptions. See Figure 13, 
Chapter XL 

67 The moment a machine becomes idle, one of these 
signals must be posted on the board, indicating by color 
the reason for idleness, and by placement the hour at 
which the machine stopped. 

68 It is the duty of the dispatch clerk to notify im- 
mediately the control clerk the moment any order in 
process is stopped for any reason. The control clerk then 
posts such signals as are necessary. 

69 Further instructions as to control methods as re- 
gards clerical entries will be found in Chapter XVI. 

70 See Chapter XII on Product Control; Chapters 
XIII and XIV on Material Control, and Chapter XV on 
Equipment. 



322 



Chapter XX 

THE USE or THE CONTROL MECHANISM 
IN PLANNING 

655 Work can be dispatched after it has been scheduled 
to machines and working places; bnt to schedule work, it 
must first be planned. Hence the importance of a chapter 
on this matter of using our control mechanisms in this im- 
portant and difficult task. 

656 There are four elements which always enter into the 
matter of planning work ahead : 

A Date work is wanted, or promised, or should be 
ready. 

B Time work will take in the plant. 

C Available capacity in plant, or, to put it another 
way, time taken by other work already planned and 
scheduled. 

D Unforeseen contingencies, like failure to get mate- 
rials, breakdowns, uncertainty as to labor and the like. 

657 The first element— date wanted— is in most cases 
a known factor, and, other things being equal, is generally 
known sufficiently in advance to permit of proper planning. 

658 Eeference to Figure 17, Chapter XII, ^'graphic 
operation analysis,'^ will show that the best flow of work 
as to sequence of operations with all machines available is 
a matter of record. This same kind of chart can be worked 
up for sub-assembly and erection operations. The matter 
of assembling all these data in one place is therefore impor- 
tant, in that it gives us a manufacturing ideal— something 
to shoot at, which in industry is superior to aiming at noth- 
ing. 

659 Figure 109 (which is Figure 3, Chapter VI, repro- 



323 



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324 

duced for convenience in studying tins chapter) is a syn- 
thetic diagram of all the available data as contained in 
*^ graphic operation analysis'' and other records. We note 
that the order in question was received June 3 and is 
wanted August 28. Thanks to the law of ' ^ Draw vs. Push, ' ' 
we can work back from this known quantity (time wanted), 
and from our operation flow diagrams, and data establish 
starting and finishing points. As will be seen from 
chart, reading down from dates, we have the theoretical 
starting time of jig work, purchasing, machining, sub-as- 
sembly and erection. 

660 If no other work were in the shop, this chapter could 
end right here, but we must face practical conditions and 
take into consideration the hundreds of other operations 
that must not be interfered with, unless with the best of 
reasons ; nor must we fail to do everything to finish the work 
in question by August 28. 

661 In proceeding to schedule this job, we must there- 
fore consider three things : 

A Stock on hand in raw, semi-finished and finished 
materials. 

B Conditions of our machines and working spaces as 
to available capacity. 

C Condition of our assembly working places as to 
available capacity. 

662 The matter of materials in stock should be taken up 
first, and reference to our stock records, Figures 29 and 30, 
Chapter XIII, will determine what will have to be made. 
We should next answer these questions : 

Can we make purchase of SA3B on June 14? 
Can we start jig work on SA4A on June 181 
Can we start machining of SA3A on June 27 ! 
How about benches for starting assembly of SA3 on 
July 20! 

663 Knowing our material on hand and what will have 
to be made, and being able to answer the above questions, 
we have a fair sort of a start toward planning. 

664 We should now analyze the work of machining and 



325 

assembly being done on other orders, as a basis for deter- 
mining what machining we can start on this order, and what 
assembly work we can take up at the same time. Knowing 
the operations to be performed and the equipment desig- 
nated to do them, a study of the control boards covering the 
machining operations is the next thing to take up, keeping 
in mind the starting times covering suh-assemhly ; for while 
ive are ivorking from X toivard Y, we must not overlook the 
great importance of going hack from Y toivard X. 

665 The control boards will show what is being worked 
on and what is to follow. Congestion is shown by no gaps 
or no empty spaces in the strip pockets on the boards, the 
opposite condition indicating idleness or anticipated idle- 
ness. Further, there is the possibility that other work may 
be displaced if sufficient margin exists. We can therefore 
tentatively schedule the machining operations, which, with 
what finished parts we have on hand, will serve as a basis 
of going back from Y. This we can do by analyzing the 
work in process ahead of assembly and erection benches, 
from all of which we can tentatively schedule this phase of 
the manufacturing. 

666 As can be seen, comparison of these two tentative 
schedules will determine whether or not they fit together. 
If not, other plans will have to be made. If they do, then 
these tentative schedules can become our planning, and 
routing and scheduling can be arranged for accordingly. 

667 I am presupposing, of course, that there are control 
boards covering assembly and erection benches and working- 
spaces, and that between them and the boards covering the 
machining operations there is coordination of material of 
the proper kind, and an organization looking after both sets 
of boards. 

668 This leads to the logical question— What is the plan 
of control boards covering assembly and erection work, and 
what is proper material coordination? Let us take up the 
matter of boards first and make what may seem a rather 
startling statement— co^ziro/ boards for assembly and erec- 
tion are the same as those covering machines. 

669 Eef erence to Figure 110 illustrates a machining strip 
on which appears the sub-assembly, index B2. What is 



326 

there to prevent our using a single strip covering sub-as- 
sembly B2, and placing it on an assembly control board, 
opposite the bench or floor that will do the work, locating 
the strip under the proper starting and finishing dates, and 
then treating it in exactly the same manner as the machin- 
ing strip, from the standpoint of entries of material 
(green), accomplishment (black), defectives (red), and 
overtime (orange) ! 

670 You may say, ^^Yes, your argument is sound as it 
applies to machining, for in machining you are dealing 
with only one piece and operation at a time, but in covering 



777 /5 Operaf/on 



Order Number 

Tofal Hours 
Pieces 



Machine 



2m 



Denofes 
Pieces Finished^ 



Standard Ho urly Producfion 
,--'' Sub Assemb/i/ 



500 \ 






(in Hours) ■'' , ^''='.'',^1^ Gear Housing 

■^ Drill 179 ie20 1780 ^- 
h — ^ y . 



Deno-f-es 
Maferial Received 



L asj- OperaJ-Jon 



'" Name of Part 



• , . Pari No. DraYv inqNo. 
HexfOperafion ^ 

Figure 110. Machining Strip Showing 
Sub-assembly B2 



an assembly operation with a single strip, you are dealing 
with several parts and operations.'^ 

671 Let us analyze this particular angle. Whether a 
sub-assembly has 10 or 100 pieces, the one part which needs 
to be watched most is that ivhich lias the longest cumulative 
operation times, or the one which is the slowest-moving 
part. There is also the fastest-moving part to consider, for 
this is oftentimes overlooked because of the shortness of 
the operations. It becomes lost in the shuffle and is for- 
gotten until needed. Between these two extremes, which 
are generally constant, there is the element of shortages to 
take into account at times. The slow-moving and fast- 
moving and delayed parts are the real elements to consider, 
regardless of the number of parts entering into a sub- 
assembly. 



327 



672 Hence the strip can be designed to cover the slowest- 
moving part, as this limits absolutely what can be as- 
sembled ; for the speed of work is entirely dependent upon 
the travel of this part through the machines. For con- 
venience, the fast-moving part should be kept in mind to 
insure its not being overlooked, nor should we fail to con- 
sider shortages. In Figure 111 is illustrated a form of strip 
designed to cover assembly work, with reference to the 
factors above outlined, and this will be found self-explana- 
torv. 



Pieced 
500 _j,^ 



Ihrs. or 35 Pieces 
Behind f he Schedule 



^100 Hours 



5 

S.HP 
SUBASSEMBLY Be 



Top Space = Pari wi+h Longe'. -iClimu/af/Ve 
lime (Slowesh Moving Job) | 



r- 



This duifonlndicahes ihai fhe Operafion 
IS, Behind- 
/ ThisBuHon IndicaHs iha-h One of 
fhe Paris beiween ihe Shwesiard 
/ Fasiesi(l4?0) is Behind. 




Bcrfiom Space = Pari niih 
^SHorissiCumulaiive Time 
I (Fasiesi Moving Job) 

^ Pieces Finished— 

I (in Hours) 

Figure 111. 



X... ' 



This Edge Set Under 
Daie Wanied. 



Oaie Plumb Line. 



heces io Do- 
(in Hours) 



Assembly Steh' Provided with 
Three Places 



673 The matter of work falling behind in the machin- 
ing, and cases of this kind, should be, and generally are, 
the exceptions, as it reflects on the operations of assembly 
work, being simply a matter of proper coordination be- 
tween the machining and assembly divisions. As pre- 
viously pointed out, work behind in machining is signaled 
with a black button or slider. The machine strip shows the 
assembly index number. It is not a difficult task to transfer 
this information to the assembly boards, as indicated in Fig- 
ure 111, by white button showing that part 1420 is behind at 
the machines. It is simply a case of playing machine boards 
against assembly boards, as both are parts of the same 
mechanism. If there are no black buttons on the machine 
boards, and the slow-moving parts are being watched, it is 



328 

obvious that work will flow to the assembly operations in 
proper order and on time, consequently there is nothing to 
be concerned about. 

674 The above procedure is of the greatest value in 
cases where there is a fairly uniform flow of parts from 
machines to assembly operations. Where parts are made 
for stock, for repair orders and for assembly and erection, 
all at the same time and in the same shops, then a coordinat- 
ing mechanism must be interposed between machining and 
assembly boards which will reconcile the differences in the 
flow of materials. We must, in other words, create a stop- 
ping-point after our machining operations, rearrange our 
information and then plan out the assembly and erection. 

675 This coordinating mechanism was briefly described, 
as far as the principle is concerned, in Figure 7, Chapter 
XI, and is further elaborated upon in Figure 112, here illus- 
trated,— ^^ graphic inventory of material for assembly.^' 
Name of assembly and its index number are at top of sheet. 
The name of part, item number, part number, pieces per 
unit and location are shown in proper columns. Entries are 
made according to the number of units the material will 
make, and not the pieces per part, which are variable quan- 
tities. Each small square may equal 1, 2, 5, or 10 units. 

676 What we desire to keep track of, with reference to 
assembly material, are the following : 

A Desired assemblies, shown by light dotted line. 

B Assemblies ordered in process, shown by light blue 
vertical line. 

C Assemblies finished, shown by heavy black vertical 
line. 

D Total requirements, shown by heavy red vertical 
line. 

677 The chart shows that because we had parts enough 
we issued production orders for 8 on %4, order 1675 (fin- 
ished), and 14 on %, order 1815 (in process), or 22 in all as 
indicated. We want to order 15 for order 1620, but cannot, 
as we are in need of parts for four units on item 6. The 
next job following 1620 needs parts for units on items 3, 6, 
7, 10, 11, 14 and 15. The total requirements are 85 units. 



329 





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The dotted circles (representing an erasure on tlie form) at 
the end of lines for items 8 and 9 are deductions on account 
of excess supply of these materials, and are for repair 
orders E2140 and E1642. 

678 Quantities can be progressively accumulated, so 
that the record can be used constantly and show at all times 
the real condition of material for assembly, through the use 
of split sheets, or the sheets can be built up on the plan of 
the accordion. If desired, sheets can be made out accord- 
ing to orders and material apportioned to the most impor- 
tant jobs, transfers being shown by erasing ends of lines 
on one sheet, corresponding to the material deducted, and 
adding to the proper lines on the sheet covering the as- 
sembly getting the material. In the figure here illustrated, 
all orders for the same assembly are on the one sheet. 

679 As the record shows what is on hand and in process, 
as well as what has been used, it makes an excellent graphic 
inventory for use as a coordinating medium between ma- 
chining and assembly control boards. As production orders 
are issued for assemblies,— a^^ they are not issued until 
there is sufficient material on hand,— ^triips are made out 
for the assembly control boards, and arranged in accord- 
ance with the planning, from which point the dispatching 
of work and the posting of the boards are handled in the 
same manner as for the machining control boards. 

680 Given this graphic inventory record, along with the 
records of raw and finished materials, progress records 
covering operations of parts and sub-assemblies, the manu- 
facturing schedule, and the machining and assembly control 
boards, we have all the elements necessary with which to 
make plans that will result in efficient scheduling and 
dispatching. If work falls behind at the machines, the as- 
sembly boards are marked up accordingly; as short bal- 
ance lines are noticed on the graphic material inventory, 
the machine boards are studied to determine where pres- 
sure can be exerted to speed up the parts in question; if 
assembly benches or floors are ahead of their schedules, 
machine boards can be studied to determine whether prog- 
ress can be made to keep up with the faster pace of the 
assembling. At any rate, all the essentials necessary to 



331 

efficient manipulation of machining and assembly boards 
and auxiliary mechanisms are at hand and it only remains 
to use them properly. 

681 In this connection, it should be stated that final 
erection can be controlled in the same manner as sub- 
assembly work, through the use of control boards covering 
erection. The flow would be: machine boards, to graphic 
inventory, to assembly boards, to graphic inventor\^, to 
erection boards. 

682 The whole proposition is a double-entry affair all the 
way through. As material is received, ^^ Stores'' is charged 
and ^^Cash or Accounts Payable" is credited. As mate- 
rial is delivered to first operation, ' ' Stores ' ' is credited and 
the operation strip is charged in green in terms of the 
standard hourly production for the first operation. As 
labor is performed, the strip for the first operation is 
credited in black in terms of its standard hourly produc- 
tion, and the strip for the second operation is charged in 
green with the material finished in terms of the second 
operation's standard hourly production. This is done until 
the last operation is reached and the labor is performed 
on it, the strip is credited in black for its standard hourly 
production and the sub-assembly strip charged in green for 
the ivorh completed in terms of the standard hourly produc- 
tion for the sub-assembly operation. As sub-assemblies 
are finished, the strips are credited in black at their stand- 
ard hourly production rate, and the final assembly strip 
charged in green at the standard hourly production rate of 
final assembly, which is credited in black as work is finished, 
the finished product being charged. 

683 The Use or Contkol Mechanisms in Planning. In 
the fourth chapter, ^'Graphic Control in Industry," para- 
graph 101, an outline was given showing fifty things that 
the methods could be expected to indicate to the practical 
shop man. To aid in a synthetic study of the entire sub- 
ject, and to answer the ^^how" as it applies to these points, 
it was decided to list them one by one, with references to 
chapter and figure numbers, to facilitate the study, as 
follows : 

684 Eelative Importance of the Vaeious Parts of an 



332 

Ordek feom the Standpoint of Purchasing, Processing 
AND Assembly. Eef erence to the sixth law of Graphic Pro- 
duction Control, paragraph 137, will outline the general 
theory regarding this. Figure 3, Chapter VI, and Figure 
109, Chapter XX, show the practical application of this law. 
This chapter should be read in connection therewith. 

685 Pieces Received from the Outside or from the 
Foundry; Pieces Processed According to Part of Opera- 
tion AND THE Units Assembled at Any Given Time. 
Figures 38 and 39, Chapter XIV, which should be reviewed 
in connection herewith, illustrate Material Control Sheets, 



OVERTIME AND NIGHT WORK 



TO CONTROL DEPARTMENT IN ORDER TO MAINTAIN 

SCHEDULE OF ORDER , ,._ 

PART , OPERATION 

IN., DEPT., IT WILL BE NECESSARY FOR 



MAN NO 




TO 
WORK 


ALL N!6HT 




MACHINE NO. 


MRS OT. 




SAN6NO 



FOR THE FOLLOWING DATES. 



SIGNED 



APPROVED BY 



Figure 113. Form for Overtime and Night Work 



one on the principle of colors and the other by areas, which 
in graphic form cover the flow of work from ordering to 
assembly. The methods described in Chapters XVIII, 
XIX and XX will also indicate how well this work is 
covered. 

686 Estimated Times of the Vaeious Opekations ; Act- 
ual Times against Estimates (Pkogkessive) and the Gains 
OR Losses in Actual Times over Estimated Times. The 
Progress Eecords, Figures 21 and 22, and the ^'angle- 
graph,'' Figure 20, all in Chapter XII, will illustrate how 
these times are watched. Estimated times are entered, and 
as time is reported it is deducted from the estimated times, 
the balance covering the time still to be spent on the work. 

687 The Cost of Operations as the Work Progresses. 
As previously mentioned in this discussion, the real pro- 



333 

ductive investment is tijne. It is time which is purchased, 
whether in the form of hours of workmen or of the time of 
the people in other plants, expressed in the form of mate- 
rial. The bricks in a plant and the machinery erected 
therein represent time in making them. If, therefore, we 
know what time should be taken on a given piece of work 
and know what time is being taken, whether on the part of 
direct or indirect workers, through knowledge of average 
material and labor costs and predetermined overhead rates, 
we have an excellent way of determining what cost is 
before and during work, as well as after work is performed. 
Eeference to Figures 20, 21 and 22, Chapter XII, and a 
study of the Control Board strips. Figure 12, Chapter XI, 
and Figures 89 and 93, Chapter XVIII, will show how this 
time factor can be watched. Review Chapter XXV, on 
Costs, in connection herewith. 

688 Relation at any Time between the Actual Prog- 
ress or AN Order, in Whole or in Part, and the Normal 
Progress, Indicating How Far the Actual Progress is 
Ahead of, or Behind, the Normal Progress. In this, use 
can be made of the ^ ' anglegraph, ' ' Figure 20, Chapter XII, 
to decided advantage. Also Figure 40, Chapter XIV. Nor- 
mal progress is also shown by length of strips, and the 
actual time by relation of black, representing labor effort, 
to the date plumb line for end of current day. See Figure 
12, Chapter XI, and Figures 89 and 93, Chapter XVIII. 

689 Apportioning Work to be Done Against Equip- 
ment OR Departments, in Such a Way as to Show Con- 
gestion OR Excess Capacity. Reference to the different cuts 
of control boards (Figure 11, Chapter XI; Figures 105, 106, 
107 and 108, Chapter XIX) will show that idleness and ex- 
cess capacity are represented by absence of white strips or 
gaps between strips, while congestion is shown by machines 
always showing white, with other work to follow. See also 
Planning Sheet, Figure 115, Chapter XXI, with respect to 
this feature of congestion and excess capacity. If equip- 
ment is going to be idle, you will know it in advance. If 
equipment is going to be overworked, you will also know it 
in advance. 

690 Performances of Machines or Operations Against 



334 

Estimated Productions, Showing Gains or Losses. This 
is shown by relation of black, representing labor effort, to 
the date plumb line covering end of current day. See 
Figure 12, Chapter XI, and Figures 89 and 93, Chapter 
XVIII. 

691 Following Up Purchases. Figures 26, 27, 28, 29 
and 35, Chapter XIII, and Figures 38, 39 and 40, Chapter 
XIV, will facilitate study as to this. 

692 Continuous Inventory or Material. Figures 29, 
30 and 31, Chapter XIII, cover this. 

693 Inventory of Labor, in Hours, Against Machines 
AND Operations. In Material Control, stock accounts are 
charged with receipts and credited with disbursements, the 
differences showing balances on hand. In Labor Control, 
we charge strips in green for material received and credit 
them for work done in black, the differences between black 
and length of strips indicating work still to do, according to 
machines and working places. See Figure 12, Chapter XI, 
and Figures 89 and 93, Chapter XVIII. This work still to 
do will cover three conditions : 

A Hours of work for which no material is available 
or anticipated, as shown by white space. 

B Hours of work for which material is anticipated, 
shown by light or wavy green line. 

C Hours of work for which material is actually avail- 
able at machine, as shown by heavy or full green line. 

694 Manufacturing Schedules Showing Dates Work 
Should Start and Finish, with Provision for Showing 
Progress. See Figure 3, Chapter VI, and Figure 109, 
Chapter XX, as regards the progress feature. This may 
be indicated by drawing dotted lines under full lines. 

695 SCHEDL^LES FOR PURCHASING DEPARTMENT, PaTTERN 

Shop, Foundry and Tool Eoom. Eeference to Figure 25, 
Chapter XIII, will show a schedule of purchases graphi- 
cally presented. This same form of scheduling may be made 
for pattern shop, foundry and tool room, and can be mod- 
eled after the Manufacturing Schedule, Figure 3, Chapter 
VI. 



335 

696 How Much Woek is Ahead of any Machine. To 
determine the work ahead of any machine, reference would 
be made to Control Boards, Figure 11, Chapter XI, and 
Figures 105, 106, 107 and 108, Chapter XIX, or to Planning 
Sheet, Figure 115, Chapter XXL In the former, the length 
of the strip not covered with black would indicate the work 
to do ; in the latter, lines which have not been canceled. An- 
ticipated as well as actual material available would be con- 
sidered in both cases. 

697 How Much Matekial is Actually at any Ma- 
chine. This will be shown by heavy green line on strips. 



NOTIFICATION OF NEXT JOB 



— OEPT 



DATE 



MAN NO- 




SANG NO 




MACHINE NO. 





IS TO START ON 



ORDER NO. JOB NO. 

PART OR ASSEMBLY 

OPERATIO+J 

WITH HOURS TO DO UNLESS THERE IS A CHANGE 

HAVE EVERYTHING IN READINESS BY A.M P.M. 



SIGNED BY. 



DATE. 



Figure 114. Form to Give Notification 
OP Next Job 



698 Sequence o^ Jobs. In Figure 110, Chapter XX, it 
will be noticed that there is a reference to "next oper- 
ation.'' This furnishes the means for determining the se- 
quence of operations on a job as it appears on a board. If 
it is sequence as applying to a part, the ^ ' Progress Record, ' ' 
Figure 21, Chapter XII, will supply it. If it is sequence of 
work at machine, the relative position of the strips opposite 
a machine or working space will show it. See Figure 93, 
Chapter XVIII. 

699 What Job is on Machine, and if theke ake Others, 
THE Order of Their Importance. The strip opposite a 
working space, under the current date, unless signaled for 
delay, is the work on a machine, as well as the time cards 
at the top of the clips on dispatch, boards (Figures 9 and 



336 

10, Chapter XI) and in job holders (Figure 70, Chapter 
XVI). Succeeding strips and cards indicate order of im- 
portance of work. 

700 What Ordeks on aity Particular Machine are 
Held Up for Tools. As work is stopped in plant because 
held up for tools, the strip on Control Board is signaled in 
yellow. (Figure 13, Chapter XI.) A signal of the same 
color is put on the Production Order over the correspond- 
ing figures representing the cause (Figures 15 and 16, 
Chapter XII), so that while the board shows the equip- 
ment held up for tools, the orders also show it. 

701 When Tools are Eeceived. As the Dispatch Sta- 
tions are clearing houses for all jobs, in covering starting 
and stopping time, inspection and movement of material, 
it naturally follows that as soon as tools are received this 
fact is known, the Control Stations are advised and the 
signals taken from both boards and orders. 

702 When it is Necessary to Get More Material to 
Prevent Breaking Down a Machine for a Different Job. 
One of the best means for determining when materials are 
running low is to watch the relation between the black and 
green entries on strips. If there is no material, there is no 
green. If there has been material and the operator is work- 
ing at a faster rate than material is being received, the gap 
between the right-hand edges of black and green entries 
begins to close up, and when it is apparent that material is 
running low, the strip and Production Order are so sig- 
naled. 

703 When Material has Arrived. The Move Order 
(Figure 34, Chapter XIII) is the basis for checking mate- 
rial receipts on boards. As work is completed and in- 
spected Move Orders are made out and work moved, and 
the arrival at any point is a matter of record. 

704 When it is Necessary to Get More Orders to 
Keep Certain Machines Busy. The fact that strips on 
boards are conspicuous by their absence is sufficient indica- 
tion that work is running low, and the board is signaled 
accordingly. In all such cases the production control su- 
pervisor should do one or both of two things : 



A Eearrang-e schedules so as to supply work from 
busy machines. 

B Take up with the management the matter of need- 
ing- more work. 



705 What Machines are Idle, and for How Long. 
These are indicated by blank spaces on boards or by signals 
on boards showing idle time. 

706 Whether Machines are Idle for: Breakdown, 
Absent Workmen, Workmen on More Important Work, 
Xo Work, Waiting for Tools or Drawings, Waiting for 
Inspection, Setting Up, No Power, Waiting for Crane. 
For key to signals for idleness or irregular conditions, see 
Figure 13, Chapter XI. 

707 When Machine Starts Again after Difficulty is 
Kemedied. Through notification to Dispatch Stations and 
advising Control Stations. 

708 When Machines have been Eepaired. Eepair 
orders as completed pass through Dispatch Stations, and 
Control Stations are promptly notified. 

709 Control of Material Movement. The Control 
Boards furnishing bird's-eye view of shop conditions and 
supplying mechanism for manipulation, with the Dispatch 
Boards as the points of contact between the equipment, the 
workers and the Control Boards, a way is provided for 
controlling the movement of material through the medium 
of Move Order. (Figure 34, Chapter XIII.) 

710 Control of Inspection. The same argument apply- 
ing to Control of Material Movement covers Control of In- 
spection, except that the medium is Figure 24, Chapter XII. 

711 What Machines are Most Congested. Too much 
work assigned to a machine results in congestion, and this 
is indicated graphically on Control Boards by spaces being 
completely filled with strips, with more work ahead in 
pockets at side of board. See Figure 107, Chapter XIX, 
referring also to Figure 115, Chapter XXI. 

712 Whether AVorkmen are Ahead of, or Behind, 
Schedule. Obviously there are two kinds of efficiencies— 
that of work and that of worker. To watch that of the 
latter, reference should be made to Figure 158, Chapter 



338 

XXVI, and its supporting text. It is true, of course, that 
strips on Control Board, in so far as the relation of black 
entry to date plumb line is concerned, will furnish an index 
as to the efficiency of the worker, and any cases of slow 
operators would be signaled in brown; but, as stated in 
Chapter XXVI, the real efficiency of a worker must be con- 
sidered from the standpoint of the worker as distinct from 
that of work. 

713 If Production is Falling Behind, and Where. A 
glance between the date plumb lines on the Control Board 
will show whether worker is ahead or behind schedule, and 
what work is affected if behind. See Figure 93, Chapter 
XVIII. See also the ' ^ anglegraph " (Figure 20, Chapter 
XII), and Material Control Sheet mechanism for coordinat- 
ing time and quantity (Figure 40, Chapter XIV). 

714 Whether Orders are Broken into More Than 
Necessary. When changes are made in jobs for one reason 
or another, the strips are either placed in a different posi- 
tion on the board or removed from the pocket altogether 
and placed with other strips for work ahead. The corre- 
sponding changes must also be made on Dispatch Boards. 
Time Cards would also be changed as work is changed, 
from all of which it would be known what changes are 
made from time to time, and where they were made ; and if 
reports were compiled as to changes, they would be available 
in showing the tendency in this direction. 

715 Time when an Operation Must Begin. Eefer- 
ence to Figure 3, Chapter VI, and Figure 109, Chapter XX, 
will indicate one means of determining when work must be- 
gin. Figure 93, Chapter XVIII, illustrates another method 
of determining starting times. Both figures show that 
left-hand edges of strip are set under times work is to be- 
gin. See also Figure 115, Chapter XXI. 

716 Standard or Estimated Time Set for Doing Work. 
The length of strip indicates this, being cut to the length 
determined by dividing pieces to be done by pieces per 
hour. See Figure 93, Chapter XVIII. 

•717 Actual Time Spent in Doing Work. This is shown 
by Time Cards (see Chapter XVI). It is also shown by 



Eecord of Prog-ress (Figures 20, 21 and 22, Chapter XIT, 
and Figure 124, Chapter XXI). 

718 When Necessary to Kevise Schedules to Relieve 
Congestion or to Meet Conditions Caused by Absent 
Workmen or Breakdown. Colored signals show in a most 
comprehensive and graphic manner the irregular condi- 
tions usually met with in industry. Idle time, because no 
work is scheduled, is shown by gaps between, or by absence 
of, strips. Congestion is shown by too many strips. With 
these evidences in plain sight, it is but a step in revision to 
scheduling. 

719 Proper Routing. Read this chapter on The Use of 
Control Mechanism in Planning (XX), and see Figure 93, 
Chapter XVIII. 

720 Where Installation of Additional Equipment 
Would be Advisable. By being able to know in advance, 
through graphic features, that there is congestion in equip- 
ment, and because it will be difficult to get work on time 
because of this congestion, it can be determined, upon anal- 
ysis, where additional equipment is needed, and the kind. 

721 Delays between Operations. Delays between 
operations would be shown by spaces between strips. De- 
lays in the operations themselves would be shown by signals 
illustrated in Figure 13, Chapter XI. 

722 Whether Adequate Supply of Material is on 
Hand. This would be determined by excess of green entry 
over black entry on strip, and by how much faster operator 
was working over standard hourly production determined 
upon. 

723 Exact Shop Conditions of any Class of Product, 
OR ANY Order. The Control Boards are in themselves a 
mine of information as to the condition of orders and 
products. Take strips covering erection work, for ex- 
ample: in knowing how far ahead or behind the work is, 
and approximately when completion will be made, we have 
a most excellent idea as to conditions. This applies as well 
to assembly and machine operations. Progress Records, 
Figures 21 and 22, and the ' ' anglegraph, ' ' Figure 20, Chap- 
ter XII, will indicate how conditions can be determined. 
See also Figures 38, 39 and 40, Chapter XIV. Reference 



340 

to Figure 93, Chapter XVIII, will assist in the matter of 
studying conditions of work. See also illustrations, Chap- 
ter XXI. 

724 CoMPAEisoNs OF MACHINES BY Depaktments. Study 
of Chapter XV, on Equipment, will show how comparisons 
of machines by department can be made up, not only as to 
work done, but as to idleness. In fact. Efficiency Eeports, 
determined by dividing time actually worked by time pos- 
sible to work, can easily be made out covering equipment. 
Study of the different Control Boards will also show how 
comparisons can be made among different groups of ma- 
chines. 

725 LocATioiT OF ANY Ordee. Production Orders (Fig- 
ures 15 and 16, Chapter XII), in connection with Progress 
Records and " anglegraph ' ' (Figures 20, 21, and 22, Chapter 
XII), will determine the location of any order in the plant, 
and its condition. 

726 Completion Peecentage of any Oedee. Knowing 
the amount of work to do on any order, and its progress, 
which automatically determines balance to be done, it is 
easy to work up Completion Percentages. (See Figure 20, 
Chapter XII.) The relation of black on strips to length of 
strips will show completion ratio, which can be figured if 
desired. 

727 WoEK Eeleased foe Next Opeeation. Any work 
done by one operation, credited in black, releases work for 
the succeeding operation, entered in green, in terms of the 
standard hourly production of the succeeding operations. 
(See Figure 93, Chapter XVIII.) Material may be actually 
on hand or anticipated, and is shown by full-green or half- 
green entry, as indicated in Figure 88, Chapter XVIII. 

728 Standaed Houely Output of Each Machine. This 
is shown on all strips. See Figure 110, Chapter XX; also 
Figure 17, Chapter XII. 

729 Sequence of Opeeations foe any Class of Peoduct. 
All strips show reference to "next operation,'' which will 
facilitate a study of sequence. See Figure 93, Chapter 
XVIII. 

730 Date a Paeticulae Oedee Will Go to a Machine. 



341 

Left-hand edges of strips determine this. See Figure 109, 
Chapter XX. 

731 Probable Time of Completing an Order. This is 
indicated by red sliders with pointers behind strip at right. 
See Figure 13, Chapter XI, for key to signals ; also Figures 
82 and^83. Chapter XVIII. 

732 How Many More Operations are Yet to be Per- 
formed ON AN Order. Progress Records show this. (See 
Figures 21 and 22, Chapter XII.) Strips on boards will 
also show this information. See Figure 93, Chapter 
XVIII. 

733 Where to Apply Effort to Secure an Even Flow 
OF Production. The boards show where work is out of 
balance, some machines having too much to do and others 
not enough. Being able to anticipate this, re-scheduling 
can be arranged for, so as to result in a more even flow of 
product. 

734 In using the control mechanism described in this 
book, it should be kept in mind that the requirements in a 
given case must determine what to use. Not all of the de- 
vices and records shown would he used in any given case; 
for instance, if Control Boards are used. Control Sheets 
(Figures 38 and 39, Chapter XIV) would be unnecessaiy. 
If they were used in place of Control Boards, Figure 112, 
Chapter XX, would not be needed. The ' ^ anglegraph, " 
Figure 20, Chapter XII, would not be required if other 
forms of Progress Records were used. The Material Con- 
trol Board (Figure 119, Chapter XXI) would not be needed 
with Material Control Sheets (Figures 38 and 39, Chapter 
XIV). 

735 What has been attempted in the presentation of all 
this material is to show the wide use of graphics in Produc- 
tion Control, so that, regardless of conditions met with, 
some application of the principle of visualization can be 
worked out. 



342 



Chapter XXI 
AUXILIARY PLANNING MECHANISMS 

736 In discussing the twelfth law of Graphic Production 
Control, in Chapter VI, on ''Succeeding Operations," this 
statement was made : 

''Multiplying the time finished at any operation by 
its ratio will give the available time for the next opera- 
tion, through which we can always have an inventory 
of labor, the same as we have an inventory of material. ' ' 

737 Planning Sheet. In Figure 115 is illustrated a 
planning sheet based on the use of this principle of ratios, 
which, as will be remembered, is found by dividing a suc- 
ceeding operation time by the preceding operation time. In 
the use of this sheet for planning, two important rules must 
be taken into consideration : 

A A job having six operations is available if the ma- 
terial is on hand, hut only as regards the starting opera- 
tion. 

B All operations following the first are available only 
ichen they receive from preceding operations all or part 
of the material called for. 

738 Let us briefly consider the basic principle of this 
planning sheet before we attempt to explain the entries on 
Figure 115. Assume that two operation times are 10 hours 
and 16 hours respectively, as shown in Figure 115A. This 
means, from the rule governing succeeding operations, that 
the ratio is 16 divided by 10, or 1.6; or, for every hour 
worked at "this operation,'' 1.6 hours of work are released 
for the ' ' next operation. ' ' 

739 Why not Entek Work to Succeeding Operations 



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Figure 115. Planning Sheet Plotted by Using Ratios 



344 

AS Eeleased? Assume that the workman on ''this opera- 
tion'' does fonr hours of work. Multiplying 4 hours by 1.6 
equals 6.4 hours for the ''next operation." In other words, 
we credit for 4 hours and charge for 6.4 hours, which we 
can show graphically in Figure 115B. 

740 A brief description of the procedure is now in order. 
Each machine, gang or man is to have a planning sheet, 
which is to cover the work of a week at a time. No work 
is to be entered on the sheets that is not available as defined 
in the first definition given above. 

741 When available work is selected for starting, the 
information covering the first operation only is to be en- 



PIECES 
5 



THIS OPERATION 



NEXT OPERATION 
2 



RATIO 

1-6 



Nofe : Figure Z means fhaf the Value 
Fig 1 15 A of each Space is Z Hours instead of 

I Hour 



\mm\ 

Pig. 1I5C 



Fig. lis 8 

Ecjua/s Q 4 Hours fodo. 



Fig. 1I5D 
NEXT OPERATION e|-|-|-|| 

iirttfflMJii 

Fig. USE 

Figure 115a to e. Graphic Analysis of Basic 
Principle of Planning Sheet 



Note: The Fiqure Z is used as Prefix 
because IS Hours will be Bnfered 
when Work is Completed 



tered on the planning sheets. Succeeding operations will be 
entered as work is released from preceding operations. In 
making an entry, the order number, sheet and item numbers, 
drawing number, piece, and description of items are to be 
entered. Under "this operation" are to be entered the 
number of units (by units is meant work to be done, such as 
100 rivets, 20 feet calking, 50 holes, etc.) and the total time. 
Under "next operation" are to be entered total time, units, 
name of operation and where work is to be done. 

742 Times for both ' ' this ' ' and the ' ' next operation ' ' are 
to be expressed by lines, each space equaling one hour. In 
cases where the time is greater than 10 an index figure is to 
be placed at the left of the line, indicating that the value of 
each space is one hour multiplied hy the index figure. To 



show 34 lionrs, a line would be drawn througli 8'/. spaces 
prefixed by the figure 4. 

743 Because the selection of a succeeding operation de- 
pends entirely upon the relation between its time and that 
of the preceding operation, the ratio between the two should 
be established in all cases by dividing time of succeeding 
operation by time of preceding operation. 

744 The amount of work available in time should be 
shown by a line under ' ' available. '^ For starting operations 
this would equal the times entered under ''this operation," 
unless some part of the material was not available. For 
succeeding operations the amount of work available in time 
would depend upon what was released from previous opera- 
tions. For work done at any operation the amount available 
for a succeeding operation would be : Hours of work done 
X Eatio = Hours of work available for succeeding ojDera- 
tions. 

745 If the ratio was 0.7 to 1.0, indicating that for every 
hour of work done, 0.7 hour is released, and if the work 
completed in time was 6.7 hours, 4.7 hours would be avail- 
able for the succeeding operation (6.7x0.7). If it is not 
safe to schedule succeeding operations (and this is the case 
where ratios are less than 1 to 1), a check mark is to be 
placed under ''No." T\nien a job is safe to start, the ap- 
proximate date and time are to be entered under ' ' Yes. ' ' 

746 As jobs are selected for starting, a line is to be 
drawn under the proper day opposite the item to be worked 
upon. The starting-point is to depend upon previous work 
planned for the same day. Its length is to depend upon how 
long the shop management wants a gang or machine to work 
on the operation. Entries are to be made in pencil. If a 
change is necessary after the planning has been done, the 
line can be erased and a new one drawn. 

747 Upon completion of work as shown by time cards 
turned in, entry is to be made on planning sheets. Entry 
will be on the principle that any work completed at one 
operation is available in whole or in part for the next opera- 
tion. Therefore, for any given operation, the time as shown 
by the time cards turned in is to be entered in the form of a 
dotted line under the proper line scheduled for the day, and 



346 

then crossed from the line under "available,'' which will 
then show the net time now available. The number of 
pieces and units of work completed are to be deducted and 
correct balances shown. 

748 Information under ''next operation" will now be 
noted and transferred to the sheet covering the gang or 
machine that is to perform the next operation. The time 
turned in covering the operation just completed is to be 
multiplied by the ratio factor, and the result drawn under 
''available" on the sheet covering the "next operation." 
Check marks are to be placed in front of the lines showing 
scheduling for the day, when the men start work. 

749 From this detailed description, the entries on the 
planning sheet illustrated can be easily followed and under- 
stood. The sheet shows that the scheduling for Monday, 
Tuesday and Wednesday was followed as planned. Further, 
on Thursday morning the scheduling has been arranged to 
carry through until nine o 'clock on Saturday morning. 

750 An advantage in using the sheet as described is that 
it makes no difference in what order the various items of 
work to be done are entered on the sheets. The lines under 
the proper day show the selections, and the relative posi- 
tions determine the sequence of jobs. Further, if jobs have 
been scheduled and change must be made, no rewriting is 
necessary. Simply rub out one line and draw it someivhere 
else, 

751 Because there are bound to be variations in times 
worked as against times scheduled, it may be well to explain 
how this is handled. Assume that the scheduling is as shown 
in Figure 115C, and that instead of taking 4 hours on the 
first item, the man takes 5 hours. The entries would be 
changed as shown in Figure 115D; if he took 3 hours, the 
arrangement would be as illustrated in Figure 115E. 

752 The thing to do is to assign the work where it should 
go, and as soon as congestion is noticed steps can be taken 
to relieve the situation. 

753 Eeference to the planning sheet will show the fol- 
lowing information : 



347 



eration 


Work to Do 

"this Operation" 

Hours 


Work 

Avjiiliil)le 

Hoiirs 


A 


83 


83 


B 


38 


9.5 


C 


45 


6.8 


D 


30 


17.0 



196 116.3 

—which shows that there is less than a day's work at ma- 
chines B and C and over a week's work at machine A. Con- 
sequently, to relieve the situation, work on 5341, operation 
A, has been transferred to machine 724 as shown. This is 
not only extremely valuable in keeping close watch over 
congested places, hut answers the objection often advanced 
by shop men that out of a number of machines they do not 
knoiv to ivhich to assign certain ivorh. 

754 Instead of showing four planning sheets covering 
operations A, B, C and D, in Figure 115, they have all been 
entered on the same sheet. For each day sequence of jobs 
is shown by letters. 

755 Planning Sheet. In the description of the plan- 
ning sheet illustrated in Figure 115, we considered work as 
expressed in time. Figure 116 is a graphic planning sheet 
in which the control is according to pieces. As will be seen, 
the quantities are entered progressively under the proper 
dates, machining of parts under one set of dates and as- 
sembly of units under another set of dates. The heavy 
black vertical lines show the current dates for machining 
and assembly, from which it will be noted that two days 
have been allowed between finishing of machining and 
starting of assembly. The heavy black horizontal lines are 
the relative accomplishments in pieces to the pieces sched- 
uled, and the relation of these heavy black horizontal lines 
to the heavy black vertical lines establishes how far ahead 
or behind (in pieces) the work of machining and assembly 
is. This is a simple but extremely valuable graphic pres- 
entation. 

756 In Figure 117 we work in pieces and hours both, by 
bringing in the element of pieces per hour (standard hourly 
production). The principle is that by constantly knowing 



348 



I^ODELS 1 1 1 1 1 1 1 1 F^^-^ 




























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CARS PER D«<! 1 1 1 1 I 1 1 1 20 1 






DATES FOR ASSEMBLY BY CARS 




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DATES FOR RECEIPT OF PARTS BY CARS 




1 hl2l3l5l6l7 8 |3!l0llZ!l3!l+ll5!l6ll7ll9l20leile2l23l24l26|27i23l29|3OI 1 1 1 1 1 1 ! 


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EDULE BY CARS 1 


NUMBERS'PER CAR 






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Figure 116. Planning Sheet Plotted on Basis 
OF Quantities 




Figure 117. Planning Sheet Plotted by Using Both 
Ratios and Quantities 

changing balances of material in pieces, we can always 
know onr hours of work ahead by dividing pieces to do by 



pieces per hour. As will be noted in the illustration, we had 
1200 pieces and 60 hours' work to start with at A. We fin- 
ished 200 pieces, deducted them from A and added them to 



Oratfingsmrrkd for approval. 1 Draw'ngs issued ior approval. la 
Approvals-due. 2 Approvals Received. Za 
Bills of Maieriah wanfed. 3 Billsof Material received. 3a 
Material fot?e ordered. 4 Material Ordered. 4a items 
Due to Shop. S Received by Shop. Sa 
Due to finish. f Finished- 6a 


OCTOBER 
1 3 5 7 9 II 13 15 n 19 n n K 27 a 1 3 


NOVEMBER ,, 7, ,. -r, «v r.Avt 
5 7 9 II 13 15 n IJ ^' ^ ^ ^ ^^ DAYS 


' ; ! ! 1 1 ! 1 1 1 1 1 M M M M M 1 M 1 1 Ml 


1" ' ■ 


• M 1 1 It M M M M 1 i 1 1 1 1 M M Ml 


"g _" PLANNED 








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tlOTE'-- Slani of Lines indicafes Oqins or Losses. 

Figure 118. Progress Chart Plotted with 
Inclined Lines 

B, and multiplied the new balances, giving us 1000 pieces 
and 50 hours at A and 1000 pieces and 100 hours at B. We 
finished 300 pieces at B, deducted them and added them to 











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Figure 119. Material Control Board Using Slip String 



C, and the times become 70 hours at B and 160 hours at C. 
From this point further study is a simple matter. At the 
right of the sheet is a space for daily planning. As selec- 
tions of work are made, they are indicated by drawing a 
line opposite the operation, the length indicating the time 



350 

work is to be carried on, the edges indicating starting and 
finishing times. 

757 Pkogeess Sheet. Figure 118 is a simple form of 
following np a given schedule and is self-explanatory. The 
graphic feature is the ability to determine the tendencies 
by the slant of the vertical lines. 

758 Material in^ Peocess Boaed. The illustration at 
Figure 119 shows a board the principle of which is a white 
elastic slip string hung over movable pegs. As material is 
reduced at one place, it automatically increases hy the same 
amount the material at the next point, and so on through 
the operations, departments, machines or materials. Note 
the value of the visualization. Machines or operations are 
shown across the top. Pieces, dozens, hours or tons are 
shown down the sides. The elastic string over the pegs 
shows the work ahead. Faint line is danger-point. Pegs 
are moved continuously throughout the day. The board 
shows that 1-8-11 to 14-23 and 52 are very much over- 
loaded, with all points below faint line requiring work. 

759 Eemii^dee Boaed. To furnish the executive general 
controls so as not to burden him with details and yet enable 
him to watch progress and exceptions, he should have a 
board like that illustrated in Figure 120, wherein different 
colored buttons cover the main things to watch, such as— 

Engineering work to start. 
Shop work to start. 
Assembly work to start. 
Shipment to start. 
Erection to start. 

760 With a plumb line moving to the right one space 
each day, the buttons to the right of the plumb line will show 
what is due to happen for the next and subsequent days, as 
well as what is behind as shown by buttons to the left of the 
plumb line. 

761 Laboe Boaed. Figure 121 is a board which cov- 
ers construction and repair gangs, or pipefitters, carpen- 
ters or electricians, where in a large plant the problem is one 
of locating gangs and knowing what they are doing. The 
numbered labels show the numbers of the gang foremen, 



351 




I rfiri liHiiii 



Figure 120. Reminder Board Plotted with Large- 
Headed Pins 



under which are the buttons showing the numbers of the 
men in the gang. The clip at the right of the buttons covers 



352 

the order being worked on, with the next clip covering the 
order for the next job. If an emergency call comes in or 
rush work must be undertaken, it is an easy matter to locate 
gang leaders and men and to find out what is being worked 




Figure 121. Labor Board 



on and what is to follow, from which revision in schedule 
can be arranged for and men quickly changed. 

762 CoNTKOLLiNG THE Melting OF Bkass. Whcrc many 
metallic alloys are required to pour variety of molds of 
day's production, it is necessary that time of conversion of 
this metal be synchronous with actual production of miscel- 
laneous molds. The Metal Stores Department must make 
up metal charges in accordance with weight and analysis 



353 




Figure 122. Metal Furnace Control Board 



354 

requirements. Melters and pourers must have knowledge 
of requirements they are to fulfil, as well as knowledge of 
the times when pots of metal will come out of furnaces. In 
emergencies it is also possible to shift jobs temporarily so 
that metal requirements will correspond with what furnaces 
have been able to melt ; but this, it will be understood, is the 
sort of compromise which a furnace control and dispatch 
board aims to eliminate. 

763 Furnace control and dispatch boards (Figure 122), 
adapted to requirements of one case, have available means 
for controlling operations of forty furnaces. Twenty fur- 
naces are handled by each board. Numbers of furnaces are 
consecutively arranged up and down left-hand edge of 
boards, each furnace taking up a space of three inches, meas- 
ured vertically, making total length of vertical coordinate 
sixty inches. 

764 Horizontal coordinates of furnace control and dis- 
patch boards are divided into twenty-four spaces, each ll^ 
inches long and representing one hour. The total length of 
horizontal coordinate is thirty inches, or space for entire 
twenty-four hours of one day. At top of board consecutive 
hours are marked, starting with six o 'clock and progressing 
through twenty-four-hour period. 

765 It will now be evident that each hourly space on 
scales takes up 3 inches in a vertical direction by 1% inches 
in a horizontal direction. These spaces are subdivided ver- 
tically into four % x 1% inch spaces. The top space repre- 
sents the even hour, the second the fifteen-minute period, the 
third the half -hour period and the fourth the three-quarter- 
hour period. 

766 In each of the quarter-hour spaces explained above, 
arrangement is made for attachment of a %-inch round disk 
tag. On the face of this tag are incorporated symbol of 
metal and size or weight of standard pot of metal which it 
represents. Tags are of two diiferent colors, those repre- 
senting schedule of heats and those representing actual 
taking-out time of pots. 

767 Since stopping and starting times of consecutive 
heats should be as nearly synchronous as possible, it is evi- 
dent there will be no use for signals indicating starting time 



355 

of heats. It is also evident that economy of gas or coke 
requires continuous operation of furnaces. 

768 On right-hand edge of control board is arranged 
space for two-inch yellow tags, which are suitably displayed 
in order to signal readiness to pull out of each pot of metal. 
These signals are large and can be seen for full length of 
molding floors. This feature gives pourers time to get 
ready, to anticipate and save time, and to know what kind 
of metal they are to pour next. 

769 Furnace control and dispatch boards are handled in 
the following manner: Total weights of metals of several 
specifications required to pour day^s production of molds 
are first figured out. These metals are now reduced to so 
many standard pot weights of each; that is, 175, 300 or 
350-pound pots, according to furnace and pot in which it 
is to be converted. 

770 Knowing that molding floors can accommodate cer- 
tain reservoir capacities of unpoured molds, but that we 
should keep floors as clear as possible, we must adjust pull- 
ing-out times of pots of metal of various specifications with 
actual molding production. We, of course, consider record 
times for conversion of metal of the several analyses. It 
only remains for us to adjust our furnace schedules to meet 
these conditions. 

771 A small paper chart is used -for laying out furnace 
schedule. It is an exact duplicate in miniature of furnace 
control and dispatch board. Kinds of metal, sizes of pots 
and pulling-out times are registered thereon. After com- 
pletion, it is taken to furnace control and dispatch board 
and matter is copied from chart on board,— only now we do 
operation mechanically. Yellow tags, giving symbol of 
metal and pot weight, indicate scheduled times of pots, and 
are, accordingly, posted on time scales as production to 
fulfil. 

772 During day's operations, actual pulling-out times of 
pots are indicated by posting green tag, which also gives 
symbol of metal and pot weight. A comparison between 
green and yellow tags indicates whether schedule has been 
fulfilled or not. In order to enable pourers to get certain 
things ready,— that is, to visualize which floor is most con- 



356 

gested and requires preference in pouring, to order placing 
of mold weights, to supervise tempering of metal if neces- 
sary, and many other things,— a pot^s readiness to pull 
out is signaled at board by large 2-inch yellow tags. This 
is done about five minutes before operation of pulling out, 
and thus many delays are anticipated. 

773 CONTEOLLING THE MaNUFACTUEE OF HeAVY, COMPLI- 
CATED Machineey. Take the case of a large firm manufac- 
turing heavy, complicated machinery of many designs and 
sizes. The nature of this type of manufacturing leads to a 
vast amount of engineering detail connected with specifica- 
tions for standard and special apparatus, and the economi- 
cal interlocking of the elements of these designs, so that a 
minimum number of different parts would have to be proc- 
essed. The daily improvements in the methods of manu- 
facture and the frequent changes in the products present a 
varying element that makes difficult all centralized, auto- 
matic production-control schemes. 

774 To keep in touch with the productive activities of 
thousands of employees, spread over acres of floor space 
and subdivided into hundreds of sections which are making 
different articles, is a problem that is not easily solved by 
a Control Department. The methods commonly used in 
smaller shops hardly apply in a plant of this size, for to con- 
solidate the detailed functions of scheduling and dispatch- 
ing within the limits of one department would necessitate a 
large and unwieldy clerical force. Again, the remote con- 
trol arising from the physical nature of the central office 
plan would require that the clerical force have an unusual 
education in shop detail, for otherwise the records of the 
department would undoubtedly show work planned after the 
actual production had taken place. These considerations 
emphasize the fact that to have an economical central pro- 
duction department, a scheme of control would have to be 
devised which would be flexible, free from engineering and 
shop detail, an exact measure of the productive ability of a 
manufacturing unit, and which by balancing orders with 
production would give the supply and demand factor of a 
section. 

775 A statistical method of production control, founded 



357 

on the ^'angiegrapli'^ principle, would meet those require- 
ments and is here explained in this connection. 

With the elimination of manufacturing and shop detail, 
the central production department confines itself to being 
a link between the sales and manufacturing departments, 
and has supervision over where and when the products of 
the company should be made. 

776 The first function requires a full knowledge of the 
types of manufacturing carried on in the different sections 
and an intimate contact with the department of manufac- 
turing operations, inasmuch as the Production Department 
prepares its routing from layouts made by the former. In 
the matter of when a product is to be made the Production 
Department reigns supreme, for no contract or order is 
binding on the company until the Production Department 
has ratified the delivery date thereon. This does not pre- 
clude the Sales Department from quoting in a general way 
when delivery may be expected and having the Central 
Production Office send through the scheduled day of de- 
livery somewhat later. 

777 The records of the Central Production Office con- 
sist almost entirely of the statistical charts. On account of 
the vast amount of detail in regard to engineering specifi- 
cations, an order, before being put in process, is reviewed 
by the Engineering Department, and a complete descrip- 
tion of the parts entering into the assembled machine are 
detailed as to quantity, purchaser, type of machine, draw- 
ing and item, specifications and total quantities for one 
unit. The storekeeper assigns a shop order number, the 
Production Department adds the routing, and the Depart- 
ment of IManufacturing Operations, the tools and patterns. 
The information division of the Central Production Office 
then prepares a complete write-up of these details and 
sends a copy to each of the manufacturing departments 
concerned. In the case of an order repeating itself, this 
procedure is curtailed to an indication of what is wanted. 
Orders for special equipment must be worked up in detail 
before being put in work. 

778 As manufacturing is progressive and goes forward 
day by day, the Central Production Office must have a 



358 

means of judging the productive activities of tlie units mak- 
ing up the whole works. This department, in passing the 
orders from the Sales Department to the shop, is interested 



10,000 



5,000 



g 400 



_^u 300 
'6 -1 1 00 



w- 



■UNFILLED ORDBRSI DAILY 



-M 




DAILY PRODUC 



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."•■■•Shipping Days 

'■•-■Calendar '•'' Work Diagram Section Assembl^y 

Apparatus Mon+h of 

Figure 123. Capacity Chart Comparing Deliveries, 
Requirements and Maximum Capacity 



in the unfilled orders ahead of a section, and the actual 
production taking place. 

779 Figure 123 shows what can be termed a work dia- 
gram. The Central Production Department, in considering 
the orders ahead of the section at the beginning of the 



359 

month, has set a task of 6750 units, which means a produc- 
tion of 250 for each working day of the month. The cross- 
hatched line at the bottom of the sheet shows the number 
required daily, and the inclined line marked ^'Eequired for 



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1 



■■■Calender Days 
i5hippinq 0«u& 



WORK DIAGRAJ^ SECTION FEEDER. 

A.PPARMU5. MONTH OF. _ 



Figure 124. Anglegraph Progress Chart 



general orders and stock" is an extension of this demand 
and forms the normal schedule line of the section. 

780 As production takes place, the daily amount is 
blocked out in color and the irregular line of actual deliv- 
eries started. On the chart shown, the requirements set by 
the Central Production Office are below the maximum 
capacity of the section, and the actual deliveries of as- 
sembled apparatus have fallen below the normal scheduled 
line. At the bottom of the page is shown the progressive cal- 



360 

endar for the unfilled orders ahead of a section, other than 
those being processed during the current month. 

781 The information contained in the assembly chart of 
a section is invaluable to the Central Production Office. It 
furnishes a measure of sectional capacity and is a simple 
means of feeling the pulse of production. The data con- 
tained thereon render the setting of a monthly load sched- 
ule infinitely easier than the most extended calculations. 
The maximum capacity of a section is found by records of 
its past performance, and the task loads are set according 
to this and unfilled orders. 

782 The Central Production Department limits its ac- 
tivity to assembled units, and has within every main section 
of the company a chief production clerk who distributes 
work to the feeder sections under his control. The works 
are divided into distinct manufacturing units based upon 
assembled product or operation. In either case complete 
systems of planning, such as dispatch boards, machine lay- 
outs, and control boards, are used by the chief production 
clerk to lay out the work. 

783 Figure 124 is the ' ^ anglegraph ' ' of a feeder section. 
The task has been set at 300 a day by the chief production 
clerk, who has found, on consulting his storeroom stock, 
that this number of parts will have to be made to replenish 
the store's stock and meet the general orders. Here the 
^'anglegraph'' is used as a balance to indicate whether the 
feeder is living up to its machine layout. Further applica- 
tion of this method of control is used to balance the pro- 
duction of other parts needed. 

784 The charts that are used in this scheme of produc- 
tion control are hung in the sections where the work is be- 
ing carried on. As a bonus is paid on actual production in 
comparison with the task and the delivery efficiency of a 
section, these diagrams act as a barometer for the foremen 
and their assistants. The scales of the chart can be ex- 
pressed in pounds, tons, pieces, or any other unit of pro- 
ductive activity. 



Section IV 

MANAGERIAL FEATURES OF GRAPHIC 
PRODUCTION CONTROL 

PAGE 

Chapter XXII Gkaphic Presentation of Executive 

Information 363 

Chapter XXIII Graphic Production Control in its 

Kelation to Organization . . . 381 

Chapter XXIV Graphic Production Control in its 

Relation to Standardization . . 398 

Chapter XXV Graphic Production Control in its 

Relation to Costs 413 

Chapter XXVI Graphic Production Control and 

the Labor Problem 419 



363 



Chapter XXII 

URAPHIC PRESENTATION OF EXECUTIVE 
INFORMATION 

785 In the author's experience it is a rare case, indeed, 
to find an executive who is in receipt of prompt, compre- 
hensive, simple and adequate presentations of statistical 
information. In only a few of these rare cases have the 
presentations been graphic in nature to the extent possible. 

786 Everything that has been said regarding graphics 
in controlling production applies to the matter of the execu- 
tive control of a business, and it is our firm conviction that 
one of the greatest fields awaiting the development of the 
management engineer is the proper graphic presentation of 
executive information. 

787 Not only has business become more complex and 
difficult, but the average executive is absorbed in so many 
interests that he has no time for elaborate compilations of 
facts and statistics. Not taking the time, he does not digest 
them, and as a result they are valueless to him from the 
standpoint of the purpose for which they were intended, 
namely, to facilitate executive thought and action. 

788 Further, executives are more and more desirous of 
knowing future tendencies, predeterminations, things likely 
to happen and in anticipation, than ever before, and dry and 
uninteresting arrays of figures are not suited to rapid-fire 
action in these respects. The big men in industry, men who 
are on many boards of directors, are the ones regarding 
whom the above is especially true. 

789 In Graphic Production Control, the matter of an 
official tie-up of all phases of the work, the matter of clear- 
ing all pertinent data through a single function so as to 



364 



1^000,000 



900,000 



800,000 



700,000 



eoc^ooo 



$ 500,000 



400,000 




INVENTORIES 



I 



FEDERAL 
TAXES 




DECEMBER JANUARY FEBRUARY MARCH 
Figure 125. Comparison of Current Assets and Liabilities 



365 

assist the management, the matter of whether or not the 
production methods are getting results, are of sufficient im- 
portance to warrant a chapter being devoted to ' ' Graphics 
for the Executive." 

790 On the industrial executive rests an enormous re- 
sponsibility to-day. On his deliberations and decisions de- 
pends our future industrial success. If his decisions are 
based on improper data, improperly presented, he will do 
justice neither to himself nor to the problems confronting 
him. If based on the right kind of information, graphically 
shown, he is in a much better position to reason wisely and 
well, and to decide quickly and logically. 

791 In addition to all this, graphic presentation for the 
executive is a conservation measure, for it is a known fact 
that the use of graphics reduces executive fatigue; and as 
absence of, or reduced, fatigue makes a man all the stronger 
and better, graphic mechanisms are entitled to more than 
the usual amount of attention. 

792 No single chapter could begin to exhaust the possi- 
bilities as to the use of graphics for the executive. The best 
plan to follow is to reproduce a number of charts, made up 
in different ways, to give an idea regarding what to show 
and how to show it. We will call these ' ' managerial charts, ' ' 
to distinguish them from the production charts of the Con- 
trol Department. 

793 Of first importance to an executive is the matter of 
financial condition. Figure 125 shows a comparison between 
current assets and liabilities. The assets and liabilities are 
shown side by side for each month, and then according to 
months. By the use of colors the comparisons are facili- 
tated, and, as can be seen, the chart is an excellent one for 
the busy executive. 

Figure 126 illustrates a comparison of total assets and 
liabilities, in which both colors and different kinds of cross- 
hatchings are used to distinguish the various factors en- 
tering into the assets and liabilities. The chart is made up 
according to months. 

794 Knowing his financial condition, the executive is 
next interested in the matter of the efficiency of his opera- 
tions. He wants to know, first of all, the relation between 



366 

tlie capacity, scheduled production and actual production, 
in terms of standard units of f)roduction. In Figure 127 



5,000,000 



2,000,000 



1,000,000 




PJani and Equipment; 
^/y\ Tofal Depreciattng,se(2 Reserve 
bMa I+em. (Above Surplus) 



Capital Si-ock 



Book Value, Out-side 
Holdings 

Transporfafi'on L ines 



Premium on Issued Sfvck 



T€\ Reserve for Depreciahi 



Surplus 



Undeveloped Properiies 



Inven-torij 



Accounh 
Receivable 



Federal Taxes 



Accounfs Payable 



Dividends WM Nohs ffecei\/ab/e 
Payable |^g 



Bills Payable 



Cash 



' December31,l9l8 

Figure 126. Comparison of Total Assets and Liabilities 



these elements have been plotted as shown. The informa- 
tion which can be gathered from this chart is as follows : 



367 



1 The standard capacity of the plant, division or de- 
partment is shown by the hne A. 

2 The production which may be expected at present 
efficiency if the plant, division or department is run to 
capacity, and its relation to standard capacity, are shown 
by the line B. 

3 The scheduled production and its relation to stand- 
ard capacity production and to capacity production at 



JANUARY 



FEBRUARY 



MARCH 



ls+ 8th 15th 2Snd 29th '^ 5th 12th 19th 26th^5th [2th I9th 



Vc 





















































































V 














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r 










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te) 


















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s. 


















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200,000 
195,000 
190,000 
185,000 
180,000 
175,000 
170,000 
165,000 
1 60,000 
155,000 
150,000 
145,000 
140,000 
135,000 
130,000 
125,000 
120,000 
I 1 5,000 
110,000 
105,000 
100,000 

Figure 127. Relation Between Capacity Schedule 
AND Actual Production 

present efficiency are shown by the line C and its compar- 
ison with lines A and B. 

4 The amount the plant, division or department 
would have fallen short of scheduled output if it had 
worked the full scheduled hours at the present rate of 
efficiency is shown by the line D and its comparison with 
the line C. 

5 The output which should have been produced in the 
liours worked, the output which actually was produced, 
and the loss due to inefficient work are shown by the lines 
E and F and their comparison. 



368 



January 



Februaru 



March 



ls+ 6th 15+h ESnd 29th 5th lath 19th 26th^5th 12th I3th 26th 



























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100 
95 

90 

85 

, 80 

t 75 

^ 70 

» 60 

f 55 

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it 45 
UJ 40 

35 
30 
25 
20 
15 
10 



Figure 128. Percentage Relation Between Capacity 
Schedule and Actual Production 



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Figure 129. Plotting of Efficiency of Deliveries 



6 The extent of the failure to meet the schedule is 
shown by a comparison of the lines F and C. 

7 The extent which the actual quantity produced falls 



369 

































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Figure 130. Relation of Production and Costs 



370 

below the standard capacity of the plant, division or de- 
partment is shown by a comparison of the lines F and A. 

795 To give the executive the efficiency in percentage, 
Figure 128 is submitted, as follows : 




PER CENT MONTHLY JANUKRY FEBRUARY MARCH APRIL 
YIELD AYERA&E s y 



Figure 131. Production Plotted by Products 

1 The efficiency of the work done, the tendency to 
improve, and the extent to which production may be in- 
creased through improved efficiency are shown by the 
line A. 

2 The efficiency in meeting the schedule, the ten- 



371 

dency to improve, and the extent to which the working 
force would have to he increased to meet the schedule at 
the present rate of efficiency are shown by the line B. 

3 The relation of the production obtained to the 
capacity of the plant, and the increase in production 
which would be possible by the use of all equipment at 
the standard rate of production,' are shown by the line C. 



MANAGERIAL CHART SHOWING COST FLUCTUATION^ 

JAN. FEB MAR APR MAY JUNE JULY AUC- SEPT OCT NOV DEC 


160 




























SALES P 


RICE PEh 


roti 


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170 


























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ISO 














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GENERAL EXPENSE 








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SOFT IRON ROLLING COS! 


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HARD IRON ROLLING COST 






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Figure 132. Comparison of Costs According 
TO Elements 

796 Another form of showing efficiency is shown at Fig- 
ure 129, which is self-explanatory. 

797 The executive next desires information as to pro- 
duction and costs. Figure 130 is a valuable one to him in 
this respect, in that it shows— 

A Unit quantity of production— full blue line. 
B Sales value of production— red line. 
C Direct and indirect payroll cost per unit— heavy 
yellow line. 

Z) Direct labor hours per unit— dotted yellow line. 



372 

798 Figure 131 illustrates an excellent means of show- 
ing graphically the different production yields or the prod- 
ucts made. Not only are the months compared, but there is 
a comparison against the monthly average for the previous 
year. 

799 Figure 132 is the same kind of a chart as Figure 131, 
except that costs are considered instead of production. 

800 Knowing about the financial condition, costs and 
production, the executive now desires to go more into de- 



PERCENTAL 


[NOV. 1 DEC. 1 JAN, 


FEB. 


MAR. 


APR. 


100 


_ 


_ 




- 




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1 








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Figure 133. Percentage Use op Equipment 



tails as to the pertinent information with reference to his 
plant operations. 

801 The first important consideration is the use of 
equipment, and Figure 133 illustrates a means of providing 
a manager with a chart covering the entire plant, showing 
a complete analysis of equipment. The information shown 
is as follows : 

A The actual machine production obtained, and its 
comparison to the total standard machine capacity, is 
shown by area 1. 

B The loss of production through inefficient opera- 



373 

tion and its relation to the work actually produced, are 
shown by area 1 and a comparison of areas 1 and 2. 

C The loss of production due to low sales is shown by 
area 3. 

D The equipment idle because of lack of operators, 



REDUCTION IN IDLE TIME OF MACHINES, AS SHOWN BY READIN65 MADE WEEK 
ENDIN6 FEB.7, WITH READINGS MADE WEEK ENDING OCTOBER 17, 1916, 


BOTH FLOORS DEPARTMENT 10 BY TYPES OF MACHINES. 


MACHINES 


10 20 30^"'^40^"^V^Yo TO SO 90 | 


Radial Drills. 
6 Machines. 









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Was 












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Hecivy Drills. 
14 Machines. 


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Speed Drills. 
13 Machines. 


1 








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35 






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Milling Machine. 
\Z Machines. 


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26 Mochines. 


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Engine Lathes. 
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Figure 134. Comparison of Idle Time 



for which the Employment Department is responsible, is 
shown by area 4. 

E The loss of production due to waiting for mate- 
rials, caused by poor planning, purchasing, or stock- 
keeping, is shown by area 5. 

F The loss of production through idle time for re- 
pairs, for which the Engineering Department is respon- 
sible, is shown by area 6. 

G The possibility of increasing the production from 



374 

the equipment through corrective action is shown by the 
area of each chart item, and the results obtained by such 
corrective action will be clearly shown on the chart. 




Figure 135. Percentage Comparison of 
Classes of Labor 



PERCENT 


NOVEMBER 


DECEMBER 


JANUARY 


FEBRUARY 


MARCH 


KPRIL 


100 




— 




















































95 






















































:.| 


30 






















■■ 1 1 1 

OVFRHFfJD 




























&5 
















































M 11! 


80 






















1 1 i ■ 11 


























75 
















































70 


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ba. 


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1 
















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45 
























































Mj^TERIM b 


40 
























































35 






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_ 


_ 




















































30 


1 




1 


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20 






^^^^^^^^^H^^^^H 


15 


MJ^TERIflL/J 


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10 




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■ 


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m 


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■ 


■ 


■ 


■ 


■ 


■ 


■ 


■ 



Figure 136. Percentage Comparison of Main 
Sub-division of Costs 



375 

802 By the heavy black bar method of charting, Figure 
134 illustrates a means of periodically comparing results or 
gains or losses, as (in this case) the reduction of idle time 
of equipment. 

803 The executive, knowing about his equipment, now 
desires information regarding the labor element, and this is 
graphically presented in Figure 135. To give him a gen- 
eral conception of the main factors comprising the cost of 
the product, variations over periods of time and the effects 
of such variations on the cost of the standard product, Fig- 
ures 136 and 137 are submitted, which show— 



DOLLARS 


1 NOV. 1 DEC. JAN. 1 FEB. 1 MAR. I APR. 


21.00 


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5.00 
4.00 




1 








1 


1 






■ 3.00 






2.00 
1.00 






, 




















































_, 



Figure 137. Comparison of Main Sub-dr^ision 
OF Costs on a Dollar Basis 

804 As to Figure 136 : 

A The percentage of total cost of materials, produc- 
tive labor and overhead. 

B The proportion between the various costs. 

C The tendency of each item to increase or decrease. 

805 As TO Figure 137 : 

A The variation in the cost of the standard unit of 
production. 

B The variation in the main items making up that cost. 

C The dollars per standard unit cost of the main ex- 
pense items. 

D The proportion between the various items of cost. 



376 

806 Figures 138 and 139 are prepared to give the ex- 
ecutive a conception of the relation of the payroll of each 
division to the total payroll, the relations between the pay- 
roll of all divisions, the tendencies of the payroll to increase 
or decrease, and the relation of the payroll of each division 
to the cost of the standard unit of product. 

807 Figure 140 illustrates the manner of showing 
graphically a business as a whole, so as to be able to tell 
where losses end and profits begin. There are naturally 
some costs which must be met, whether there is any work 



IOO%|| NOV 1 DEC. 1 JAN. | FEB. 1 MAR. 1 APR. 1 




9S 
BO 


i 




N 


^ 


1 




D 


^ 




— 


m 




— 


- 


— 


- 




1 


— 






- 


: 


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85 


r 












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CI 


. 


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■ 


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60 








■ 


■ 


■ 


■ 


^1 


1 


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I 


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■ 



Figure 138. Percentage Comparison op Divisions 
OF A Business 



done or not. In other words, cost does not begin at zero, 
but at a point which represents fixed expenses, whether the 
plg,nt operates or not. When goods are being produced, 
costs are plotted from this point. By plotting sales from 
zero, the costs and sales lines will cross at some point, to 
the left of which there will be losses, and to the right, 
profits. By plotting actual figures and capacity against 
these lines some valuable information can be secured. 

808 Control boards can be used by the executive if he 
desires to go further into the use of graphics than is indi- 
cated by the figures illustrated in this chapter. Control 
boards can have departments or products down the sides 
and dates across the top, and show the condition of the 



377 

plant at a glance. Figure 141 illustrates a standard type 
of control board which can be used to advantage, and which 
shows such information as the following : 

A Amount of material ahead of each department or 
product and the length of time material will keep the de- 
partment or product operating. 

B The material received to date, in comparison with 
the material scheduled to be received. 




Figure 139. Comparison of Divisions of a Business 
ON A Dollar Basis 



C The production completion by department, or prod- 
uct, and its comparison with the schedule. 

D Conditions which are liable to interrupt and de- 
crease production. 

E To what extent the departments or products are 
out of balance as to material or labor effort. 

809 As can be seen, a board such as described would 
give the executive a comprehensive and vivid picture of the 
immediate condition of the various departments or prod- 
ucts. 



378 

810 As regards method of operation, each department 
is represented on the board, for the time scheduled ahead, 
by a strip of cardboard. The strip is usually set in a nar- 
row pocket extending the length of the board, with the top 
edge projecting above the pocket. 

Dollars (Thousands J 
40 60 60 



679,e04 




4Z^^^00 



I3US04 
IZO^OOO 



Figure 140. Shop Standards at Different Capacities 



811 When a schedule is set, a strip of cardboard, cut to 
a length representing to board scale the number of days 
covered by the schedule, is inserted on the board under the 
dates which the schedule covers. 

812 The number of man hours of work required per de- 



379 

partment hour in order to meet the schedule is now calcu- 
lated and entered on the strips. This calculation consists 
of multiplying the scheduled production per hour of each 
size or product by the product hours required to produce 



Figure 141. An Executive's Control Board 

same, and totaling the results. The number of standard 
units of production which this number of hours represents 
is calculated and also entered on the strip. 

813 When material is received in the department it is 
converted into terms of the standard units of production 



380 

it will produce. The departmental hours of work, corre- 
sponding to the standard units the material will produce, 
are then marked off on the control board by drawing a 
green line on the strip representing the department, 
through the number of hours released. 

814 As the product released is limited by that one of 
the materials needed of which the least quantity is on hand, 
the hours released, as shown by the shortest material 
line, are entered as work released on the divisional control 
board. 

815 As work is completed in the department, the num- 
ber of department hours it represents is entered on the di- 
visional control board by covering the green ^^ material 
line" with black for the number of standard departmental 
hours completed. 

816 In closing, a brief outline of some of the reports 
which can be graphically illustrated to advantage may 
prove of value, and is as follows : 

Overtime. 

Spoiled and defective work. 

Non-productive and productive labor. 

Labor turnover. 

Accidents. 

Bonus. 

Inspections. 

Maintenance costs. 

Work in process. 

Orders on hand. 

Idle time of men paid for. 

Idle time of equipment. 

Shipments. 

Purchases. 

817 It is hoped that the proper amount of thought will 
be devoted to this chapter, as the author is satisfied that it 
would convince an executive as regards the value and im- 
portance of graphical presentation in his every-day work. 



381 



Chapter XXIII 

GRAPHIC PRODUCTION CONTROL IN ITS 
RELATION TO ORGANIZATION 



ORGANIZATION FOR INDUSTRIAL ENGINEERING 
SERVICE 



UNALYSIS OF FACTS AND 
f CONDITIONS 

WffT/wifTfAcrset con- 
wiTioisi/tnuncinecoff- 
lajcrorrwsBi/s/wss, 

miLIUINHrfCOHCLUSlOnS 

^hkommendations 




)EVaOPMENTCt STANDARDIZATION 
DEVUOPUEST, 5» HPARDIZA TiQH 
MD INSTRUCTION CONamiNd 
PnmOPALS OF INDUSTHIAL MAN- 
A&EMENTOF CEKiCO INAPPi I- 
CA TION TO DUTCHESS CONDI T/ONS, 
SUPERVISION 0FEN6INEER5 
ASSISTING ON WORK. 



STANDARDIZATION 
INITIATION OF MA TTERS 
OFSTiNDARDIZATlONa, 
DEU6A TION TO PERSONNEL 
RE6ULARL rPERFOmum 
THIS PAINSTAKING WORK 



ACTIVE f/ 

STUDY Be \V 

COOPERATIVE GIVING 
OF KNOWLEDGE ANDFACTS 
CONCERNING ACTUAL PRES- 
ENT PRACTICESTHAT 15 CONDIT- 
IONS INFLUENCING WHATI5D0NE 
BY WORKERS 8l MACHINES. 
VttkTTERSAFFECTIN6THE MANNER 
JN WHICH THIN6S ARE DOriE ACTUAI 

WORK t RESULTS PEI^FORMEQ/ /.\i 

I 

I 
I 



1N5TALLAT10N4PRELIMINARY 

OPERATION 
ACTIVE INSTALLATION.PREUMIN- 
AHY OPERA TION a INS TRUCTION 
ONSTANDARDIZEDMETHODSlh 
POLICIES0FHANA6EWNTAS DE- 
VELOPED CONSTRUCTIVE OJEfiTS 
RESEARCHi.SU66ESrWNSF0R 
ADDITIONAL REFINEHE>VTS,SUPER- 
V6I0H0F ASSISTING PERSONNEL 



STANOARDF0UIPMENT8C 
AUXILIARIES 

STANDi Rail A VON OF 



^ 



j,t^^W^^'^'^?'°'*^0^/^f^^^ 



USEDIHCARRyiNBOUT 
PROOUCTIVEOPERA TlONS 
i-CMRTSCOVERm STAN- 
DARD METHODS OF USE 

AND CARE 



STUDYeclNSTRUCTION 
CLIENTS PERSONNEL 
DELE6ATE0FVRC0URSE0F 
INSTRUCTIONS: STUDY 
PREPAR'TORY TO DEFIN- 
ITE RESPONSIBILITY IN 
CLIENTS 0R6AimATI0N 



IDEALS 

y 



/ 



^cyyvht OFioz'^^ 



^Q- 



^ 



STANDARD PRODUCT 
& OPERATIONS 

STAHDARD'Z' TION OF 
PRODUCT&. THEMAN/IE/t 
OFPERFORmNaOF 
MANUFACTURIN6 OPERA T- 
lONSdc MMINSUP OF RE- 
CORDS ft INS TRUCTiOHS 
COVERING e/VEN 
STANDARD 



SYNTHETIC TIME 

STUDIES 
StNTHETIC STUDIES OF 
7 HUES TO 00 ACTUAL OPER- 
ATIONSOF MNUFAauRE 
iS STANDARDIZED, 
SETTIN6 OF RATES 



\ I 



CONFERENCES 
QCneRAL eET-TOQETHER MEET- 
IN6SF0RDEVEL OPMENTOFASPIRIT 
OFOPTIWStf, EfrTNUSIASMO: UNIFORM- 
TTYOF VIEW POINT &PUBLICITy FXIR 
PURPOSE OF SPREADING RR0PA6ANDA 
OF TEAM- PL A Y THROUGH EffT/RC 
ORGANIZATION BROADUINDED OR- 
GANIZED EFFORT RA TNER THANUN- 
COCPERATIVE INDIVIDUALISM. 



^ 



Figure 142. Organization Chart for Jndustrial 
Engineering Service 



818 Organization can be defined as ^'Tlie process of di- 
viding a complex objective into minor activities each of 
which is well within the scope of individual effort. ' ^ 



382 



SN0llvaU3m0D3H 
HUM 

semNijNOSiuodJu 




Figure 143. Line and Staff Organization Chart 



383 

819 Industrial management is so much more complex 
to-day than it was fifty or a hundred years ago that the 
matter of coordination must be as carefully considered as 
that of running freight and passenger trains in both direc- 
tions over the same tracks. 

820 There is a direct relationship between organization 
and Graphic Production Control. Obviously, we are in 




5H0WIN6- -^ 

FULL OR LINES OF ^N^ 

KSPONSBIUTY. \ 

DOTTED 0RUNE3 Of FORHAL REPORTS^ 

PRINCIPAL FUNCTIONS AND 

DUTIES. 



Figure 144. Line and Staff Organization Chart 



business to produce goods, and production means more to 
the world to-day than ever before. To produce efficiently, 
we must control production along the most scientific lines, 
and to do this there must be the best possible coordination 
of the many and diversified activities. There can be no 
production control without organization, hence the state- 
ment that production control forces organization. It does 
this, however, in an evolutionary way rather than through 
revolutionary tactics. 

821 If the methods of Graphic Production Control re- 
veal troubles in the material side of the business, this 



384 



SHOtl\faN3MHO03lt - 

—--6- HUM 

SSWOMJ NO sivodsy 




SNOiJManaiHnooih 

HUM 

SSNiaUld NO Slhl0d3iJ 



t\ _ 



l.__^. 



Figure 145. Line and Staff Organization Chart 



phase of the work must be organized to eliminate the 
troubles. If the labor end is found to be loosely handled, 
organization steps in to correct the difficulties. If no efforts 



385 



is3nn3U3a uoj SNoavon3nnoD3u HUM sbnionijno siyod^y 




Figure 146. Line and Staff Organization Chart 



are made to watch idle equipment and to anticipate break- 
downs, then the work must be organized. If knowledge as 
to product is not forthcoming either when it should or in 
the way it should, then it is the function of organization to 
arrange for better procedure. 

822 To coordinate the material, product, labor and the 



386 

equipment factors, organization is a prime requisite. If we 
are to get the greatest amount of efficiency out of the pro- 
duction side of business as a whole, all the elements must be 



GENERAL ADMINISTRATIVEORfiANIZATION 



REPORTS 0NfWDjN6S_rtlTH_ 
RECOMMENDAT/ONS. 




5BLUN6, fffODUCTION CO/fTPOL, OPERA TING 
&.C0((PTROlUN6eR0UPS,Fm:.DFa5IOK 



SELLING 

ahalysis of prospective FRODuns 

tcMARHETSMRKETlHGPRODUCTa. 
PRODUCTI VE CAPACITIES, MAIN- 
TAINING SALES RECORDS^ANAL r- 
515 OFRESULTS.SALESPOLiCiES 
SALES SUPEPV/SWN, CO-ORDIMAT- 
lONb^OEa SIGNS 



61^ 



ADVERTISINS Bl 
mvESTIBATlONkANAL TSISOF 
ADVERTISIN6 MEPIU¥S,5EiECT- 
m t PUCWS 0FADYERTISIN6 
CONTRACTS, MAINTAININS 
ANALYSIS RECORD.OF 
RESULTS, ADVERTISING 
POUCIES 



PURCHASING BE 
linEREHETATIOHOFRESUISmOHEO 
iffWIREHENTS, HAINTAINIHS 
KNOWLEDGE OF MARKETS, I Rmh 
UTIONOrSPECIAli MARKETS, 
PlACIN6,SCRE0Ul£,F0U OYI-UP 

taPTinawR OF PURCHASES 



SALES AGENTS B3 
RlCEIPiecAHAL rSIS OFPmSPECTIVE 
LEADS FOPCUSTOMERS,FOUOr/-UP, 
MAI NTA mi N6 RECORDS OFRESVL TS 

OF visrrs,MAxiN6 tenta five sales. 



C0MPTR0LL1N6 D 
HAJORFIHAMCIAL RECORDSSc state- 
HDnSfiREDITSt cuims,monthly 
OYERHEADXOSrmSRiTES.HONTHL Y 
PROFITS. LOSSACCOURTSAJDinNS 
KZ0UKTIN6REC0RDS,&PURCmE,t 
'MISm0iaS,PEmCA5H BOOK, 
MAJOR BANKIN6 RELATIOHS, 
0PEHING&0I5TRIBUTIN6 MAIL 



ACC0UNTiN6 Dl 

¥AINTAimN6CASH BOOK AND 
DtSTRldUTIONJOaRHALACCOUNZ 
RECEIVABLE tPAYAdLEJMD 
5ENERAL LEDGERS. tUK I H6 
TRIAL BALANCES.CaSTOMERS 
STA TEUEMTS GENERAL 
BANKING 



MANUFACTURING 
ORGANIZATION C 






PAYROLL D2 
MAINTAININS EMPLOYMcRTAHD 
PA YROLL RECORDS, A NO CL OCK 
?DS,SI/liimRIZmPRICING 
DEXTENDIN6 tfEEKLY LABOR 
\H0URS,II(AKINS UPPAYROU-.PAV- 
\lNC OFF PAYROLL 
[distribution ANAL YSIS 



\ /■ 



BILLING D3 

CHECK! N6, PRICIN& & EXTENDI N6 
DETAIL SHIPMENT I NYOICES, TfPiN6 
dclSSUlReSUHIMRY SALES INYOICES, 
MAINTAINING ANAL YSIS RECORD.OF 
\SALESANDRETURNS,SHIPMENT5RE- 
\CEIVEDACKNOVYLE06MENT RECORD 



PRODUCTION CONTROL 

OR&ANIZATIONCA 
MANUFACTURING PROaDURES 
ANDR0UTIN6SSCREDULES, 
DSPA TCHIN6, PROGRESS AND 
FOLLOff-UP.PRIMARYCOSTlNG, 
ESTIHA TES^AHDARDIIA VON, 
EMPLOYMENT SUPERVISION, RE- 
WYING&.5HIPPIN6,META£, 
PA TTERN, mCELLA NEOUS 
AND PRODUCT STORES, TRUCK- 
ING. 



MANUFACTURING COMMITTEE F 
mUARtCOHSIDERATIOH OF UT- 
TERS INFLUENCING CONDUCTOF 
THIS BUSINESS i: DELEGATION TV 
CONDTTIOHS, PLANNING OR DPER- 
fflN6 COHMIUEES FOR INYE5TI6 - 
ATIQN AMD REPORT 



^ 



,^ COMMITTEE 



ORGANIZATION 



SHOWWG- 
FULL 0RUNE5 OF RESPONSIBILITY 
DOTTED OR LINES OF FORMAL REPORTS 
PRIKIPAL FUNCTIONS AND DUTIES, 



L 



OPERATING ORGANIZATION CB 
SfSTimKaRECTIONOFWORKcIS, 
HSPER PRODUCTION SCHEDULE% 
INTNEOPERATIONSOFCOREMAK- 
INGJIACIIIHE/lOOliA WBEMOULOm 
CLEAHINGtFIHISHIHG.PtTTERHIUIf- 
mkHACHIHIHGCONrElfSIOROF 
ttETAL, GENERATION OF POWER 
AND HAINTAIUHIG PLANT. 



/ 



CONDITIONS Fl 
CONSIDERATION OF 
RECONDITIONS 
INFLUENCINGNHAT 
ISDONEBYMEN 

AND MACHINES 



PLAN ■ F2 
CONSlDERATtONOF 
MAtTERSAFFECT- 
INGTNE MANNER 
WHKH THINGS ARE 
DONE 

__x_. 



OPERATIONS F3J 
COHSIDEMVON OF 
THE ACTUAL WRK 
PERFORMED BY MEN 
AND MACHINES 



y 



Figure 147. General Administrative Organization Chart 



properly related and allowed to function to best advantage. 
823 Organization is a matter of definite laws controlling 
it, which are : 

A Objective. Working up a tentative plan with refer- 
ence to the ultimate development desired. 



387 

B Greatest Complication. The determination of the 
most complicated phases of the objective. 

C Concentration. Placing in each division of a busi- 
ness all of the factors which effect the performance of its 
own function. 



OPERATING ORGANIZATION 




WORKS SUPERINTENDENT CB 



SUPERVISIOHAnC CO-ORDIMATmOFALL DPfPjr- 
imiXPARTMEmSMDWRKBRSINFJLF.L^ V6 
IUHUFACTVmH6 SCMfDVL £S iUDDlSPeJCH 1.1 VES- 

16) TiON,AML ISIS A/iDsnttoimaA rc.v CF.iu.t- 

NEROf DOIH60PeRATIONSfiEHmi. KPO/TT'.VS 
ONCOHDlT!ONSNEED!NB^KaF:CAIIDC*FEFUL 
IHVESri6AT!ONAnDACn0NS0THATIUm>VE- 
MEffJS *1 rBE ISSTI rt/TED. kUJOftDECiSIOM 
AND DISCIPLINE 



ISyPERVISOB iSETUPMENCB 



fiEirjOBS.SET-UP&.'SSTRUCTIO'' 
:n '^ME MAHNER OFPERFORmme 
OPERATIONS, TRr-0trr&,STARVS60r 
B^ZIAUr aFFICULTWRK, IMSPECJ- 

moEraRnNecoRDmoNs.osjpVHL 



^ 




PROCESS ;N5PECT0P6CB 



■-}--: ■-'..— on OPER- 
-' : / '- -jiEnPHER 
i \ ■: :-: r ss -^exriE 
; -.. ' :- . s. :'- :.-iv ..asEson 

'KPKSPSJCBi T'llE REPORTS, "'TR 
■ PEASOK.C0RF:PmRS CCJffTS. 



CORE MAK1N6 CBl 



ISrSTFJUT/CaRECriOROF WOPK- 

\ERS IKCVREtfAfUf^A.nAUX.'UA'^ 



MM:HINI,TUB4FL00RM0LDIN6CK 



SfSTEMTX DIRECT.VNOFmpidlS 

:H!UCHI/fE, TllS&FLOORMLDim 

iAUXIL.'MrOPERATIONSASPER 

XKDUlEOFWRHfOSTEDOnOIS- 

f*TaiB»R!)SORJOBHOLKRS,CWI- 

FtRHIMBACCOMPLISMHEMrRCWms^ 

mitaAibuieDiaanj/iE 



»TTD?<M«yNe&MA01ININ6CW 



\IHPAT 
\ll!iaiin 



,.... THATICKRECTIOHOFmRKERS 
m PA TTERNmnieMISCElLAnEOUS 

\inafi:ii>€A/fDAia.'UARroPEiiiT- 

UORS/SPERXMEMLESOFWRK 
XnSrEDOnDISI'ATUIBaARDSQRJDB 
HOLDERS, COnFIRIf.'SSACCOtlPt (St. 



'CLEANING &RN!SHINS 083 



\PEPORrs>iAifrAiwNdysaP!j//£ I f 



FULL OBUMESOFRESPONSIBILiTr 
XT7ED ORUHES OF FORMAL PBP0RT5 
PRINCIPAL FUtiaiOSSdc DUTIES 



'mm.hMimtmxms> 



uncomERsmAWPOui 

\aUX!LIAR10PERATI0MSASPER 
^EDULES OMFURmaCOHTROLt 

^mpsiudOAROsxoKFiRwiie 

\ACCOIIPLISHilEir- REPORTS, 
MIKTtlNim DISCI PUNE. 



POWER MAfNTENANCECBe 



\scn:.^:;. . .,--:::-<D!S- 

I ^.v/.ve 4C(:c,x^^'i1^^7'«f- 
Y fOim. rlAlNTAJNIfti DISOPUH 



Figure 148. Operating Organization Chart 



J) Individualism. Placing in the hands of one man, most 
competent to handle the work, one or more functions of a 
business. 

E Mental Capacity. Dividing work in an organization 
with reference to the knowledge and ability that will be 
required of a man in charge of one or more functions of a 
business. 



388 




X 






ill 



ill 

15? 



1 


i* 


< 


i. 


















^ 


sS| 


c 


ill 


1 





M 


.^ 






1 
1 




dH 


?iR 








g^> 




S:?^ 



li. 



I 

I 



/ 



Figure 149. Organized Accounting Procedure 



F Specialization. Dividing work so that a man may 
operate in limited fields rather than cover many diversified 



389 

fields, in order that a few things may be done well rather 
than a large number superficially. 

G Eesponsibility. Holding a man responsible for the 
total proved results that he secures in his division, and not 






Ami 



lliiii 

1^ sgl§»^ 

















I 
ll 



ill 
IB 






^11 
III 

i I ^ 

t O l/j 

III 

ill 
I s 8 



Figure 150. Manufacturing C'ost Procedure 



for the details or the methods that he uses in securing these 
results. 

H Permanency. Training men to fill other positions 
than their own, and providing for understudies so that 
changes in an organization may easily be made without dis- 
ruption. 



390 






iiii 
ill! 



ii 



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itelJ 



Sim 



3? 



ajruciri/ognnjiiiajoisoD 



S^,V3/.313 



il 



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a 1 
iiii 






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I 5 'S9>JI13V0 

, ! 0009 SY 



nil 

ISIS 



ill 



^5 



S39VH3W 

J.7HIHUU snonuauoD 



I/J3WI8Vdia Wi 
3SfadlGAgSUJJ3l1. 

35H3dX3iso:>i:)3niani 
a39yvnn3A0 no Hs am 



U-IAJO "^ 

ihiuok\ 
■ignrav _>J 



j|(9 



SNOi±vy3dO emun 

HI Aiiosaiaui aiin 'snd 
-d/iss3nddns wrmxnv 



n 



SI 



3U3HM3'^3 ^ 



HlH0lfl3HLbO3 
S3SH3dX3 3DfJVyn£Hl 
3Him9VMniBVn 



iu3iVdmo3 auv 
79uiaiinaoi3avM'^m3n 

-5HIVd3d 'lVy3U39 



SNOi±m3do 9uwn 
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/ ii03n(am a3sns3nddns 
ssiiddnsyomm Kwnixnv 



xjnaond 01 a iid3hio 

039dmD10>JS39fM 
n7'S3BVMSD3yiaNI 



S ^ § uj s 
s * § ^ S 



3 A 7 HI NO III snonuiMOD 
V3M?mMIU-UJ0 



^ *1 SNOavmvA 3DNViin5ui 

"^ no a3svg 3Diivynsni 

>iXi^dmo39,aia 



■i, 



^ 



3mvA ivsimjvsmiaydvm 

ai^ifS3mwannKATHiNm 

iiniu3g3M3H3iaia-3'i 

suoa m3Hdmdine3 ? 9a la 



v3jjs3iKvmmr:adi 









lis? 

ills 



I'iil 

iaiiili 



Slit 



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■ Txu3ni£nrav 35U3d)G- 






FiGURE 151. Organized Costing Procedure 



/ Ckoss-Feetilization. Giving each pivotal man in an 
organization some opportunity during the year to know the 
methods of tlie departments his work influences mostly, and 
of the departments which influence his work. 



391 







Figure 152. Shipping and Invoicing Procedure 



J Eelationship and Instruction. Providing a man with 
a clear-cut conception of the relationship existing between 
himself and those he is associated with, as well as with a 



392 

written outline of duties, functions, responsibilities, results 
expected and methods affecting his work. 

K Personnel. Analyzing the requirements of given po- 
sitions and finding men whose qualifications match the given 
requirements. 




Figure 153. Relation and Progress of 
Construction Orders 



L Staff and Confeeences. Creating an analytical and 
advisory body in an organization to cooperate with the 
executive, as well as a conference plan to make it difficult 
to determine where staff advice ends and line acceptance 



begins. 



824 All through this discussion, through charts and in- 
structions, we have been directly organizing. It is the func- 
tion of this chapter to consider organization from the stand- 
point of the final tie-up into a coordinated whole. 

825 Organization not only applies to the functions of a 
business and its personnel : it is just as necessary from the 




Figure 154. Employment Procedure 



standpoint of methods and detailed procedures. An organi- 
zation is a group of functions, working through methods 
that must be followed, which means— 

A Functions. 
B Methods. 
C Instructions. 

826 Descriptions, whether as to A, B or C, must of 
course be carefully and accurately although simply written 



394 

up, and then, in so far as possible, put in graphic form. 
Many firms have in the past written np their organization 
details, only to discard the practice dne to the inability to 
get the personnel to nse them as their gnide ; or changes are 




KEY 

^= Form Sfaried 

Q\= Form Filsd PermanenHu 



Figure 155. Change of Rate Procedure 



made without incorporating the changes in the instructions, 
leading to inaccuracies and therefore discrediting them, 
when, if the substance of the instructions had been put in 
graphic form and kept corrected, there would be no question 
res'ardins: their use for reference. 



395 

827 As TO Functions, these should be written up under 
the headings : 

A Definition of function. 

B Duties of the individuals responsible. 

828 As TO Methods, complete descriptions should be 
written up, explaining them in a comprehensive manner and 
showino- all forms and records used. 



CLEARANCE 



EMPLOYMENT TIME PLANNINS 

DEPT. FOREMAN DEPT. DEPT 



Clearance FormNo.688 

Filsdnrfh 

Record 



Clearance-Form Mo. 688 
Fi lad Yf if h Record 



FOR C Time Card Form No. 763 .-'' 

NON- PRODUCTION \ Pay-off Nofice-Form N0.69S ■' 
DEPARTHEHTS I Job Tickets for fhau Datj -' 




Time Card -Form No 768 

Fbij-off Noh'cs - Form No. &95 

Man Paid on Reqular 
id 



Pau Dau Droop', 
Depfm 




Time Card- Form No. 708 | FOR 

Pay off- NoHce- Form No.695 \PRODUCriOH 
Job Ticks fs for fhaf Day I DEPARTMENTS 

Records Job Tickefs on 
Progress Sheefs and 
Sends alonq any of her 
Tickefs on Nand 

fhin 24- Hours. 



I I KEY 

# = Form Sfaried 

® = Form Filed Permanenf/y 



Figure 156. Clearance and Discharge Procedure 



829 As TO Instructions covering the carrying out of 
the methods, these should be written up under the head of — 

Purpose of method. 
Forms used. 
Files used. 
Method handled by. 
Procedure in handling. 

830 This chapter will not go into details as to the 
written outlines covering functions, methods and proce- 
dures, as we are more concerned with the graphical phase 



396 

of the work, recognizing also that industry is familiar with 
the subject of written instructions. 

831 In presenting this subject of graphical presentation 
of organization details, the best plan to pursue is to re- 
produce a number of charts illustrating what is in mind. 

832 Figure 142 covers the matter of organizing for in- 
dustrial engineering service. Figures 143 to 146 cover line 
and staff organization, with further elaboration at Figures 



HANDLING OF INVOICES 



VENDOR 



MAIL ROOM ACCOUNTING 



INSPECTOR 



TRAFFIC 




Original Copjj 
— = Du plica +e Copu 
Filed PermanenfJu 



Check Qua Hi L 



Duplica-h Filed A/phabeiica/i ( 



Original Serrf- fo Vendor 
w'ifn RemiUzince 
I . J 



Chech Charges 
and Classiticahon 



Figure 157. Handling of Invoices Procedure 



147 and 148. Figures 149 to 151 illustrate cost and account- 
ing methods. From Figure 152 to Figure 157, detailed pro- 
cedures are shown graphically. Figures 142 to 148 cover 
the matter of functions ; Figures 149 to 151 cover methods ; 
while the balance have to do with instructions. 

833 A study of these charts will show the great value 
of graphically illustrating organization details, methods 



397 

and procedures from the standpoint of their better and 
wider use, and will also show the superiority of graphic 
over written presentation when the matter of quick compre- 
hension is considered. 



398 



Chapter XXIV 

GRAPHIC PRODUCTION CONTROL IN ITS 
RELATION TO STANDARDIZATION 

834 Graphic control methods, because of their nature, 
force the consideration of standardization. The deter- 
mination of standard hourly productions, the analysis of 
operations and equipment capabilities, the assignment of 
operations to the machines on which they can best be per- 
formed, the assignment of specific tools and auxiliary 
equipment such as jigs to operations, and the working up of 
feed and speed charts, is all standardization work. Not 
only is a large amount of standardization work necessary in 
the introduction of graphic control methods, but these meth- 
ods when installed show so clearly the losses due to lack of 
standardization as to force its consideration. 

835 Standardization is probably the most important 
factor in economy of manufacture. It might be defined as 
the determination of that which is best in materials, equip- 
ment and methods, and the fixing of these determined 
standards as common practice. 

836 Standardization is one of the greatest uncultivated 
fields for improvement in American industry. The average 
plant has as yet no conception of the economies which can 
be effected by this means. All varieties and makes of 
equipment will be used for identical operations though only 
one is best for the purpose. Workmen will shape and 
grind their tools in accordance with their own inclina- 
tions. All will be different and yet one shape only gives the 
greatest operating results. Each workman guesses at the 
best speed for his machine and no means are provided so 
that he can accurately determine the best speed. 



399 

837 A clock manufacturer was found to be making hun- 
dreds of varieties of movements with non-interchangeable 
parts. A few varieties of movements with many inter- 
changeable parts were found to satisfy all the needs of his 
customers and a great reduction in cost of manufacture and 
an increase in production were effected. A spectacle manu- 
facturer in attempting to meet the individual tastes of all 
his customers had adopted so many different styles and 
sizes of frames, fastenings, ear-pieces, and bridges, all 
made in so many different carats of gold, that it was found 
that by using different combinations of these they could 
manufacture for years and never turn out any two frames 
alike. 

838 One of the best illustrations of standardization and 
what it will accomplish is the manufacture of the Ford car. 
Buildings, equipment, materials, tools, operations, and 
methods are all absolutely standardized, and the product 
manufactured of standard parts. The consequence is that 
no other automobile manufacturer has ever been able to 
compete with it in price or in quality given for money ex- 
pended, despite the excellent profit made on each machine 
sold. 

839 Standardization was the greatest and most neces- 
sary problem with which this country had to deal during 
the war. Each war product had to be standardized so that 
it could be repaired with standard parts no matter which 
manufacturer produced it. This eliminated the necessity of 
carrying different repair parts for different makes, which 
would have enormously complicated the task of making re- 
pairs at the front. It was even found advisable to modify 
the rifle so that its ammunition would be interchangeable 
with that used by the British rifles. 

840 It will be impossible to give more than a brief out- 
line of the scope and importance of this work in the re- 
stricted space which can be allotted to it in this book. 
Standardization as applied to industry naturally divides 
into the following classifications: 

Standardization of product. 
Standardization of buildings. 



400 

Standardization of machines and equipment. 
Standardization of tools. 

Standardization of raw materials and supplies. 
Standardization of operations. 
Standardization of methods and policies. 

841 Standardization of product is foremost in impor- 
tance for it determines the entire character and scope of 
the business. When the product has been definitely stand- 
ardized it makes possible the determination of its position 
in the market in respect to similar and competing articles, 
and the determination of the standard sales policies, meth- 
ods, and arguments necessary to dispose of it in the de- 
sired quantities. The product determines the building and 
equipment requirements, the necessary machines and their 
arrangements, the standard materials and supplies re- 
quired, and the operations for manufacture. It is the basic 
factor around which an industry is moulded, and should be 
considered from all angles by the best brains in all branches 
of the organization. 

842 From the sales viewpoint the product must be stand- 
ardized to take a certain definite position in the market, 
and be the best value possible at the price necessary to give 
the required profit. It must accomplish more, be more sub- 
stantial, be easier to maintain, or be cheaper than other 
similar products. Standardization of stresses and factors 
of safety to meet requirements without excess material as- 
sures good value. Standardization of minor parts to com- 
mercial standards assures the quick obtaining of repair 
parts. Design for accessibility provides for easy repair or 
adjustment. 

843 From the purchasing viewpoint the product must be 
standardized to use purchased parts or raw materials 
which are readily obtainable in the desired quantities, and 
which are the most reasonable in price consistent with the 
use to which they are to be put. They also require stand- 
ard specifications which assure the purchasing of the exact 
goods required and standard tests by which the materials 
received can be accurately checked for conformation to 
specifications. 



401 

844 The production viewpoint is most exacting in re- 
gard to standardization of product specifications. Mate- 
rials used must be those which allow the greatest speed in 
l)erforming the various operations, or which can be most 
economically fabricated. They must be of a quality which 
will reduce spoilage to a minimum. 

845 Parts should be standardized so as to require the 
fewest possible number of operations to complete them, 
and so that they may be readily set in the machines for each 
operation without the necessity of expensive jigs and fix- 
tures. They should also be designed so that the various 
operations can be performed by standard instead of special 
tools. 

846 Similar parts of various products should be made 
interchangeable so that fewer parts have to be made, pur- 
chased, or carried in stock, and so that larger quantities of 
parts can be put through an operation at one time. Stand- 
ard limits of size should be set so that parts can be assem- 
bled without excess fitting work, and so that the broadest 
possible limits of accuracy are allowed in order to increase 
the speed of operations. 

847 It is also important to standardize process inspec- 
tion tests, presentation of the details of design for shop use, 
the names or symbols by which the various parts and as- 
semblies are known, so that a knowledge of one set of sym- 
bols will be sufficient for the interpretation of all data or 
drawings. 

848 The design and layout of buildings is of prime im- 
portance in effecting economy of manufacture. Unless they 
are designed specifically for the correct housing of the ap- 
paratus required for the construction of the particular 
products under consideration, and unless provision is made 
for expansion, serious production difficulties are bound to 
occur. Confusion due to neglect of this factor is found in 
the majority of industries which have been subject to rapid 
expansion. Departments will be jammed in wherever it is 
convenient to construct an addition, without relation to 
economy of production. Departments will be split into 
separated sections because it is impossible to enlarge the 
original space allotment. In one plant columns were so ar- 



402 

ranged that only one machine would go in a bay in which 
there was nearly space for two machines, with a consequent 
loss of forty per cent, of the floor space. 

849 A standardized type of construction should be 
adopted, suited to the class of product to be manufactured, 
and due consideration should be given to the ability econom- 
ically and quickly to procure similar materials for main- 
tenance or additional construction. The type must provide 
light, strength, and ventilation in accordance with the class 
of manufacturing to be pursued. 

850 The unit of construction should be standardized 
with consideration of process routings and the size of de- 
sirable increments to buildings in case of expansion. The 
members must be selected with reference to floor weights, 
crane loads or other overhead weights, and vibration. 

851 The spacing of columns, size of bays, clearances and 
other measurements can be designed to best advantage if 
full consideration is given to the spacing of machines in the 
bays, support for hangers, uniform line shaft and belt 
lengths, supports for cranes, and space for trucking aisles 
or industrial railways arranged to give an efficient trans- 
portation system. 

852 Arrangements should be considered which will 
allow separate space to each department necessary to pro- 
duction, such spaces being selected with reference to mate- 
rial routing in each department and from one department 
to the next. Wherever possible, each department should be 
allowed a free side or end which can be extended to take 
care of growth, without changing the physical relations of 
the departments or interfering with the routing of mate- 
rial. It is advisable to construct a chart showing the 
general layout, and the changes in layout which will be 
necessitated by expansion. This will assure adequate pro- 
vision for all contingencies which may arise. 

853 The next item in importance is the standardization 
of machinery and equipment. There is a '^besf machine 
for every purpose and usually a multitude of types to select 
from, making the task of selection difficult. It is only by an 
analysis of each move in the manufacture of the product 



403 

and the speed of that operation on the various classes of 
machines, that the best selection can be assured. 

854 That little attention is paid to the standardization 
of equipment is evidenced in many plants by the wide vari- 
eties of machines used for the same identical purpose. It 
sometimes seems as if the management had changed its 
mind as to the best type of machines for the purpose as 
many times as there were types of machines to select from. 

855 Not only is it impossible that all of the varieties in- 
stalled are equally good for the purpose, but the use of 
different machines for the same purpose introduces exces- 
sive complication in the standardization of operations. 
Different standard times must be set for each type of ma- 
chine, different tools may be required, different instructions 
must be issued to the operators, who will require different 
training, and different helping charts will have to be de- 
vised. The productions on the various types are not com- 
parative, and neither are the costs of that production nor 
the abilities of the various operators. 

856 Not only must the machines directly used in produc- 
tion be considered in the process of standardization, but the 
tools and accessories used in connection with them, and all 
assisting equipment, such as power generating and trans- 
mitting equipment. 

857 The power plant is the heart of an industry and 
must be so designed as to assure an even, uninterrupted 
flow of power to the machines. The power plant should not 
have any unit of such size that its breakdown would seri- 
ously cripple the production of the plant unless outside 
power may be called on. It is preferable to select a number 
of units with a total capacity in excess of that required by at 
least the effort of any one of the units. This allows the 
shut-down of any unit for repairs without inconvenience. 

858 Another point to be considered in this connection is 
the installation of additional units to take care of expan- 
sion. Where the smaller units are used, capacity can 
always be increased by the addition of another standard 
unit similar to those installed. The adherence to one type 
and size of unit simplifies the maintenance problem. 

859 The same process of standardization applies to the 



404 

main transmission lines. Instead of using one large drive, 
it would be preferable to use two smaller drives, either of 
which would be capable of being overloaded to the extent of 
carrying the entire load while the other was under repair. 
In electrical transmission it is advisable to have two means 
of getting power to any department, and arrangements 
should be made so that changes can be made to allow the 
transmission of additional power to provide for expansion 
without excessive expense. 

860 Motors, shafting, hangers, clutches, belts and other 
power transmission devices may be so standardized as 
to simplify greatly maintenance and upkeep problems. 
Where the same makes and types with a limited and care- 
fully selected gradation of sizes are used, the repair parts 
to be carried will be reduced to a minimum, and the repair 
men will become specialists on the limited types selected 
and be able to make quicker repairs at less cost. 

861 Standardization of the inspection and care of trans- 
mission machinery is of great importance. Standardized 
routes for oiling, cleaning, adjustment and inspection 
will prevent breakdowns and reduce maintenance costs. 
The same type of inspection of all machines is advanta- 
geous and not only assures more continuous operation, but 
keeps them maintained in a condition which assures more 
accurate work and better production. There is much pro- 
duction lost because operators run equipment which is in 
bad repair until it breaks down, rather than to have it shut 
down at the first indications of trouble. 

862 The standardization of production machines not 
only makes it necessary to carry a greatly decreased variety 
of repair parts, but also permits the repair men to become 
specialists in their repair and adjustment. It also simpli- 
fies the training of new employees and allows the transfer- 
ence of operators from one machine to another without loss 
in their speed of production. 

863 The standardization of small tools usually offers 
great opportunities for improvements resulting in in- 
creased production, especially because this subject receives 
so little consideration in the average plant. As with the 
large machines, there is one definite standard tool for use in 



405 

the machine which will give the nmximum production for 
each specific operation. The tool must be of standard ma- 
terial, shape, size, and also, if it is a cutting tool, must be 
groimd to standard specifications and not in accordance 
with the individual whim of the operator. The average 
operator who sharpens his own tools is inclined to use them 
until they are too dull for efficient work before he will leave 
his machine to grind them. 

864 The standardizing of small tool equipment requires 
the working up of standard specifications of the tools and 
supplies, which will give the maximum production for each 
and every operation performed, and of those tools and sup- 
plies required for each class of employee. There must also 
be a standard quantity of each class of tool on hand which 
will be sufficient to sujDply all operations with a reserve for 
replacements. 

865 When standard tools have been made available, 
standard means must be devised to assure the delivery of 
the proper tools to the workmen for each operation per- 
formed. It is as important to get the right tools to a ma- 
chine as it is to get the right materials, and provision for 
the control of the supply of tools must be incorporated in 
the general control system. 

866 Jigs and fixtures can be considered as having the 
same importance in relation to the efficiency of the opera- 
tion performed, as tools and materials. They must also be 
brought under the control system, and should be standard- 
ized as to design for the operation to be performed, and as 
to quantity necessary to supply all similar operations liable 
to be under way at the same time. 

867 The proper control of tools requires the standard- 
ization of methods of stocking, the same bins, racks, tool 
checks, methods for accounting for and issuing tools, meth- 
ods and facilities for inspecting tools, and methods for re- 
pairing and adjusting tools. The location of tool stocks and 
cribs must be standardized to facilitate disbursement. 

868 In order that standard tools shall produce at the 
standard rate of production, it is necessary that they shall 
be adjusted and used in a standard way and run at stand- 
ard speeds. This requires the working up of standard in- 



406 

structions to the workmen. These instructions are best em- 
bodied in helping charts, preferably in graphic form, which 
are placed at the machine. These not only assist the work- 
man in the use of tools, but permit the checking of speeds 
and the use of tools by the foremen. 

869 We have now covered those features of standard- 
ization which apply to the building and equipping of the 
plant, and the determination of the product to be manu- 
factured, and are prepared to proceed with those problems 
which relate to the actual manufacture of the goods in ques- 
tion, such as the materials to be used, the operations to be 
performed, and the methods and policies of the business. 

870 As there is a best machine and a best tool for each 
operation, so is there a best material for each part to be 
manufactured. The standard material to be used may be 
defined as one which can be readily fabricated at low op- 
erating cost, which is reasonable in price, and which has 
physical and chemical characteristics suitable for the use to 
which it is to be put. 

871 The operating cost of handling materials is an im- 
portant factor to be considered in standardization. A large 
saving was made for a silk-ribbon mill by using a better 
and more expensive grade of silk. The saving made by 
eliminating a large percentage of the delays to looms due 
to thread breakage paid the additional cost of the silk and 
left a very satisfactory profit. 

872 The first problem in the standardization of mate- 
rials is, then, the determination of those qualities which per- 
mit low cost of manufacture. These qualities must be care- 
fully balanced against price, as there. is a point where the 
reduction in operating cost is just balanced by the increase 
in price. 

873 Those characteristics of the materials which give 
strength, such as chemical composition and stress and strain 
features, must be standardized so as to give the correct 
strength to the finished part. Errors are more frequently 
made through excess strength at excess cost than through 
lack of strength. 

874 Materials must also be standardized in regard to 
those features which produce finish and pleasing appear- 



407 

ance in accordance with the standards of quality determined 
for the finished product. 

875 The standardization of sizes offers great opportu- 
nities for savings in wasted materials and in the elimination 
of useless operations for the removal of excess material. 
Where small parts such as machine screws are required, a 
saving can be made by limiting the varieties of sizes, which 
requires the carrying of fewer varieties in stock and allows 
more economical purchasing in larger lots. 

876 Standard facilities must be devised for storing ma- 
terials, so that they may be economically handled through 
transportation facilities to stores and from stores to the 
operation for which they are required. 

877 Standard methods should be devised for the dis- 
position of waste, the utilization of waste in by-products, 
and the reclaiming of scrap materials. 

878 The standardization of the operations and methods 
of performing operations offers one of the broadest fields 
for investigation, correction, and the production of econ- 
omies. It is a task which can well be assigned as the 
reg-ular duty of one or more members of the production 
organization. However, it is unusual to find plants in 
which men are regularly assigned to this work. 

879 The various executives and foremen engaged in 
routine production duties have not the time to devote to the 
intensive study required for such standardization. More- 
over, the ordinary management considers this to be part of 
their duties, and as a consequence it is neglected and offers 
an excellent opportunity for outside engineers, who may be 
retained, to show excellent savings. 

880 The following is a brief outline of the various fac- 
tors to be considered in undertaking standardization work 
as it applies to the performance of operations : 

881 Standardization of the quantities of materials to be 
carried ahead of each operation to assure a constant supply 
and prevent interruptions to the operation due to lack of 
material. Consideration must also be given to keeping this 
supply of material at the minimum amount necessary for 
this purpose, to reduce the quantity and value of the mate- 



408 

rial in process and the length of time that the material 
requires from the initial operation to completion. 

882 Standard stations or locations for materials conve- 
nient to the machines, standard containers or methods of 
piling same, and standard means of transportation to pro- 
duce economies in routing and assure a constant supply. 

883 Standard methods of arranging materials at the 
machine to facilitate the rapid replacement of a finished 
piece with next piece to be worked on. 

884 Standard charts for the instruction of the workman 
as to the speeds at which the machine should be run, and the 
speeds and adjustments to be used in handling the various 
materials and operations performed on the machine. In 
the machine shop these charts show for each grade of mate- 
rial the feed and speed to be used for any desired depth of 
cut, and for each machine the various speeds and adjust- 
ments of feeds which can be obtained. 

885 These charts not only assure correct workmanship, 
and the performing of the particular operation on the par- 
ticular material at the maximum speed, but also save time, 
as they furnish the quickest means by which the workman 
can obtain his instructions. 

886 Standard instructions as to the tools, jigs and fix- 
tures to be used for each operation on each class of mate- 
rial. This assures the use of the correct tools, saves the 
time usually consumed in trying to remember what was pre- 
viously used, and is of assistance in getting operations 
started promptly. 

887 Standard rates of production, including cleaning up 
or setting up time, for use as a basis for scheduling, to give 
the workman a knowledge of the speed at which he should 
be capable of producing, and to furnish the foremen with a 
means of checking up the volume of work produced by each 
man, and of comparing the ability of the various employees. 

888 Standard sequences of operations for each part or 
product, based on the most economical sequence from a 
production standpoint, and the shortest transportation 
routing. These predetermined sequences also are the basis 
of instructions to truckers. 

889 Standardized allowances of time for parts or prod- 



409 

ucts to pass through all operations to completion are of 
great importance both as a basis from which delivery prom- 
ises to customers can be made, and to assure the allowance 
of ample time for completion so that the disruption and loss 
of production due to the necessity for rushing orders 
through may be avoided. 

890 Standardization of the policies and methods of 
management and standardization of clerical and control 
methods in the shop and office may be considered of equal 
if not greater importance than the standardization of 
operations and equipment. The clerical methods and 
routine are the means by which definite courses of action 
are fixed throughout the organization. They determine the 
relations between departments, produce or destroy coopera- 
tion, and are the means by which the collection of units of 
which the plant is comprised are bound together and co- 
ordinated to the purpose of the industry. 

891 There are few plants in which any one but the gen- 
eral manager would have the authority to alter or stand- 
ardize systems which affect all departments. As the 
general manager has not the time to devote to the detailed 
studies necessary to perfect such systems, and as no one else 
has the authority, improvements in systems are usually 
badly neglected. Industry should develop a standardized 
function, in charge of an extremely competent analyst, for 
the improvement of systems. 

892 The following is a brief outline of the various fac- 
tors to be considered in the standardization of policies, 
methods and systems : 

893 Standardization of the market policy of the com- 
pany. The definite determination of just what types of 
products will be made, whether the business will be a job- 
bing business, or whether it will specialize on certain def- 
inite products. Few managers have predetermined just 
what they are shooting at, and many businesses are an un- 
happy combination of specialties and jobbing work. 

894 Standardization of the policies in regard to organi- 
zation. The definite fixing of the authority and responsi- 
bilities of the various executives, their relations to the com- 



410 

pany and to each other. Much disrupting friction can be 
avoided by the definite outlining of such policies. 

895 Standardization of the functions and duties of all 
executives, foremen, assistants and clerks. Each man 
should have a definite and prescribed position in the organ- 
ization, and adequate instructions outlining his exact 
duties. Great care is taken in instructing workmen who are 
to manufacture product, but executives whose efforts may 
mean the loss or gain of thousands of dollars are often 
dumped into an organization to make their own positions 
without any attempt at adequate instruction. 

896 Standardization of sales and publicity policies and 
methods. The accumulation of data concerning market 
conditions and competition. The formulation of methods 
of selling, following up customers and leads, and main- 
taining records of sales and publicity conditions and 
accomplishments. Predetermining sales as a basis for pre- 
determining production requirements. Interpreting and 
following up customers' orders. 

897 Standardization of inspection to insure the main- 
tenance of product quality. 

898 Standardization of purchasing and purchasing fol- 
low-up methods to assure the purchase of materials and 
supplies at reasonable prices, and their delivery to the 
plant on the date on which they will be required in stock or 
process. 

899 Standardization of the quantities of stock and 
goods in process to be carried, the methods of receiving, 
storing and issuing the same, and the methods of account- 
ing for such materials and charging them to orders and de- 
partments, including methods of symbolizing the various 
accounts to which supplies are to be charged. 

900 Standardization of the methods of planning, sched-^ 
uling and following up work in the plant, including stand- 
ardization of graphic control features. 

901 Standardization of methods covering shipping, bill- 
ing, collections, determinations of credit, and claims. 

902 Standardization of cost-keeping to give product cost 
as a basis for the determination of prices and estimates, 
and as a basis for comparative figures on production costs, 



411 

and to give costs by divisions of tlie business as a basis for 
executive judgment of accomplishment. This includes the 
disbursement of and accounting for the payroll and other 
expenditures, and the collection of labor, material and over- 
head costs. 

903. Standardization of financial reports and statements 
which reflect the true conditions of the business, and the 
compilation of tax returns. 

904 Standardization of the compilation of data on ac- 
complishment which are sufficiently comprehensive to form 
the basis for executive action to improve conditions and for 
executive judgment of the ability of the various members 
of the organization. This last function of standardization 
is of sufficient importance to warrant further consideration. 

905 An excellent plan for the judgment of accomplish- 
ment is the adoption of the budget system. Predetermined 
standards of expenditure, or expenditure in relation to ac- 
complishment, are set up and actual expenditures are com- 
pared with these standards. 

906 Standard costs for the various products or parts of 
products may be determined and the actual costs of prod- 
ucts compared with them to determine the economy of pro- 
duction, and locate those factors of production which are 
excessive in cost. 

907 Standard schedules of production or accomplish- 
ment may be set for departments and the plant as a whole, 
taking into consideration actual capacities with allowances 
for normal production loss, for repairs, absence of labor 
and other factors, and compared with the actual production 
or accomplishment obtained. 

908 The production of any department may be con- 
verted into the standard hours which should have been 
consumed by dividing each item by the standard hourly 
rate of production and totaling. This figure, as compared 
with the actual labor hours worked, will show the efficiency 
of the production of the department. 

909 Standards may be set covering allowable waste, 
idle machine time, machine delays, labor turnover, machine- 
hour cost, and many other factors, and compared with 
actual accomplishment figures for the purpose of deter- 



412 

mining where there has been laxity and where improve- 
ments can be made through study and correction. 

910 Standards may be set covering the number of each 
of the various classes of employees required for certain 
productions and the relations in numbers between the vari- 
ous classes. A comparison of these with actual figures will 
show any ineffective use of labor. 

911 The amounts of materials to be carried in the va- 
rious stocks and in process between operations and depart- 
ments may be standardized, and the standards compared at 
periodic intervals with actual existing conditions. Stand- 
ards may be set covering all departmental expenses not 
chargeable to product, such as supplies, repairs, light, heat, 
and power, for comparison with actual expenses to disclose 
carelessness and waste. 



413 



Chapter XXV 

GEAPHIC PRODUCTION CONTROL IN ITS 
RELATION TO COSTS 

912 One of the greatest problems before American In- 
dustry to-day is that of determining accurate cost of pro- 
duction. Industry has become so complex, our tax laws are 
so intricate, and the securing of accurate returns so im- 
portant, that the concern operating without a knowledge of 
costs is in the worst possible position to conduct its business 
to best advantage. Another, and perhaps the most imjDor- 
tant, reason why costs must be carefully ascertained is that 
to enable the manufacturer to determine just what he can 
do in the way of increasing wages or of arranging for 
profit-sharing plans, or, if necessary, to offset unreasonable 
demands on the parts of workers, he must know exactly 
where he stands with reference to his production costs. 

913 Competition, and the necessity for accurate returns 
in connection with tax laws and giving labor its proper re- 
turns, are forcing manufacturers as never before to give 
this important phase of industry more than the ordinary 
amount of attention. 

914 Some years ago a trade paper contained this choice 
bit of logic : 

* * The surgeon, for instance, certainly ought to be sat- 
isfied with his job. When he wants an extra five hun- 
dred, all he needs to do is to single out one of his well- 
nourished patrons, prod him viciously just below the 
first floating rib until he grunts, and then utter these 
three magic (likewise remunerative) words: 'Appendi- 
citis; operation imperative.^ This is effective sales- 
manship. Could any manufacturer land a contract 
with such dispatch? Hardly. 



414 

*' Which is quite different from the manufacturing 
business. If a manufacturer wants to squeeze out an 
extra twenty-five dollars he will have to spend a couple 
of weeks with his cost cards and figures, and sweat and 
snort and chew his nails Vay up to the knuckle; and 
finally, when he does locate a twenty-five that he may 
possibly grab if he slips up to it quietly and it does not 
happen to see him first, along comes an unexpected 
bill for something or other and gobbles it up. ' ' 

915 If we eliminate such considerations as lack of 
capital, unwise credits, extravagance and fraud, there are 
three factors which, whether considered separately or in 
combination, can cause distress to an industrial concern : 

1 Lack of systematic production methods. 

2 Failure to ascertain correct costs. 

3 Lack of uniformity in costing or in bidding on 
work. 

916 I believe I am safe in saying that there are two 
fundamentals in business which stand out so prominently 
as to admit of no argument : 

1 Every manufacturer who furnishes a product of 
good quality, and who can make reasonable deliveries, is 
entitled to his share of the available business at a fair 
and reasonable margin of profit, up to the capacity of 
his plant. 

2 Any concern which purchases a product below the 
cost of production is enjoying something to which it is 
not entitled, and which really belongs to the manufac- 
turer of the particular product. 

917 What do we mean by Costing I Is it just the gath- 
ering together of a lot of dry figures which are rarely used 
in a constructive fashion because of the difficulty in men- 
tally visualizing a mass of unrelated statistics? Is cost 
finding to be mere history or prophecy? Is it to be used to 
determine what has been done in the past, without much 
reference to the future? Is cost compiling to be done with 
reference to the financial side of the business only, or is it 



415 

to be of pronounced assistance to the other branches of 
manufacturing 1 

918 It is in this connection that Graphic Production 
Control bears a direct relation to Costing. Through our 
Material Control we are sure of accurate records as to pur- 
chasing, receiving, storage, issuance and transportation of 
material; through Product Control we know what enters 
into the manufacturing, the quantities to make, and when; 
through Equipment Control we are kept posted as to idle 
equipment and the causes, repairs, use of equipment and 
the like ; through Labor Control we have accurate informa- 
tion as to the time spent on work, idle time, pieces good and 
bad, piece rates and bonus payments, overtime and night 
work. 

919 Graphic Production Control must consider all these 
in order to control production intelligently. It must know 
what work is done, of whatever nature (Product) ; where it 
is done (Equipment) ; by whom it is done (Labor), and with 
what it is done (Material). As will be appreciated, a 
knowledge of these elements is just as necessary to the col- 
lecting and compiling of costs as in controlling production. 
Naturally we are in business to produce goods, hence our 
first aim in production is PRODUCTION. Having pro- 
vided our mechanisms for securing production, we use the 
same machinery, provide proper coordination factors, and 
we have our costs of production. This is what has justified 
the author's statement that costs are an indirect result of 
Graphic Production Control. 

920 In controlling all material we take into account both 
direct material (production) and indirect material (ex- 
pense). In controlling all labor, we are informed as to 
both direct and indirect hours of work done. We know our 
spoilage and the idle time of both worker and equipment, 
which are overhead or burden elements. We know what 
has been produced for both production and expense pur- 
poses, as no proper installation of production control would 
be at all complete without system of orders covering prod- 
ucts to be made for trade and plant use, construction, main- 
tenance and the like. Certainly we have all the basic el- 
ements entering into cost-keeping, and all that remains is to 



416 

provide the coordinating mechanism which will give ns 
Cost Control. This mechanism consists of — 

A A code of standing order numbers by departments 
to which all elements, whether labor or material, not hav- 
ing to do with the manufacture of goods for sale can be 
charged. 

B A knowledge of expenses not directly chargeable to 
plant operations, properly classified (1) by departments 
and (2) according to the business as a whole to be ap- 
portioned to the product manufactured. 

C Proper books and records for both costs and gen- 
eral accounting, which can act as the clearing house for 
all expenditures, of whatever nature. 

921 With these provided, we can take the same informa- 
tion supplied through the medium of Graphic Production 
Control and compile costs of production, prepare burden 
statements and develop monthly trading statements show- 
ing profits and losses. 

922 Certain fundamentals must not be overlooked, as 
follows : 

A In the chapter on Equipment Control we outlined 
the economic importance of standardizing the depart- 
mental overhead rates, carrying the differences between 
standard and actual overhead costs into an adjustment 
or profit and loss account. This, with the plan of consid- 
ering idle time of men and machines as overhead, will 
put the plant on a normal basis (even if assumed), and 
will eliminate the factor of idleness in labor and equip- 
ment from the regular cost calculations. 

B Costs accounting and overhead compilations should 
be on a monthly basis, making possible the analysis of 
results twelve times a year. 

C The money value of material must be considered in 
the material inventory plans, so that the financial side of 
the material end of the business will coordinate with the 
other financial considerations, material being simply an- 
other form of money. 

D It is just as important to know what things should 



417 

cost as to determine what they do cost ; hence i)rovide for 
j)redetermination of costs. 

E Proper monthly overhead statements by depart- 
ments and accounts, making possible intelligent compar- 
ison of burden expenditures. 

F Costs by operations or orders by product, so as to 
have a means of comparing actual costs with predeter- 
mined costs. 

923 Indirectly, Graphic Production Control leads to 
Cost Control. Determining standard productions, as ex- 
pressed in units per hour, in a sense determines the cost of 
the work,— from the standpoint of time, at any rate, which, 
after all, is our real productive investment. We know the 
costs of labor and material, and can arrive at average costs 
for each. We know our standard overhead rates, and from 
actual times and quantities of labor and material reported 
can arrive at our actual cost sufficiently close for all prac- 
tical purposes. Consider this also: So long as a job or 
operation is up to or ahead of the schedule as expressed hy 
standard hourly productions, costs are hound to he tvithin 
the prescribed limits. Hence what should be watched are 
the costs of ivork which fall behind schedule, as here is 
where the losses occur. Thus you have within your control 
and in the hands of your shop personnel, giving them a di- 
rect point of contact in connection with the cost reduction, 
through the medium of your production-control machinery, 
the data necessary to watch costs during process of tvorh 
and not after completion. In other words, determine equiv- 
alents and watch actual results which do not measure up, 
for those which do are taking care of themselves. Do not 
overlook the enormous importance of the influence on shop 
officials of putting them in such direct touch with this 
matter of costs through having standards and ''flagging" 
actuals in excess of them. 

924 The above does not mean that actual costs of pro- 
duction are not to be compiled in an accurate or scientific 
manner. Actual costs are very necessary in order to oper- 
ate a business properly, to keep the financial records, and 
to compare actual costs with your predeterminations. 



418 

925 What I am urging, however, is that the Graphic 
Production Control mechanism be used to the utmost ex- 
tent possible in anticipating increases in costs, standardiz- 
ing and predetermining costs, and in this way producing 
much more economically than would otherwise be the case. 
In other words, compile actual costs, but arrange for pre- 
determinations. Go at the costing from an engineering- 
viewpoint. 

926 If the above points are observed along with the 
other points discussed heretofore, your Graphic Produc- 
tion Control installation will go a long way toward measur- 
ing up to the ^^aims and purposes'^ outlined in the eleventh 
chapter. 

927 It is not the purpose of this chapter to go into the 
matter of details as regards how to collect and compile 
costs of production, as this would require much more than a 
single chapter could cover. Enough has been discussed, 
however, in this and other chapters to pave the way to effi- 
cient costing. Essentials and laws have been defined, 
specifications outlined and methods described, which are 
just as necessary in costing as in controlling production. 
What should be done is to take these same tools and use 
them in keeping costs. 

928 It can, therefore, be seen what a direct relationship 
exists between Graphic Production Control and Costing. 
Through the one we have all the elements necessary for 
predetermined costs based on the engineering viewpoint. 
Through the other actual costs can be compiled, using the 
machinery of production control and the coordinating 
mechanism previously outlined. Having both, comparisons 
will lead to improvements, to further refinements and, 
finally, to cost reduction. 



419 



Chapter XXVI 

GEAPHIC PEODUCTION CONTROL AND 
THE LABOR PROBLEM 

929 One of the greatest problems occupying the atten- 
tion of production managers is that generally known as 
' ' the labor problem ' ' ; and as there is a direct relationship 
between this problem and Graphic Production Control, it 
was felt that it should be considered in this discussion. 

930 In one sense the basis of industry is labor, and since 
labor is getting to be more and more a factor in industrial 
management, it is going to be influenced by, or will in- 
fluence, this great question of production control We can- 
not get away from this conclusion, so why dodge the issue, 
leaving the problem to take care of itself! 

931 No discussion from an economic standpoint will be 
indulged in here, as this will be treated in the final chapter, 
on the Economic Aspects of Graphic Production Control. 
What we will seek to do is to discuss this problem with ref- 
erence to the matter of controlling production, regardless of 
what labor should do or not do in eliminating inefficiency 
or helping to bring down the high cost of living. 

932 In controlling production, we aim to coordinate 
work, machinery, material and human effort, and upon the 
interest and cooperation of the human element rests much 
more than may be imagined. In approaching this problem, 
six important and, to the writer, fundamental considera- 
tions should therefore be set forth : 

A Men can accomplish more than they usually do. 

B As a business is usually conducted, neither man- 
agement nor men know what constitutes the best a man 
can do. 



420 

C Each man should see an ideal ahead of him that his 
mentality can comprehend, for just as surely as he at- 
tains it one still higher replaces it. 

D In all the world there are no two persons exactly 
alike, and efforts should be made to reconcile the differ- 
ences. 

E Effort, interest and exertion are just as important 
as attaining an ideal, and should therefore be considered. 

F Inefficiency and responsibility of management 
should be separated from those of man. 

933 In connection with the above points, the matter of 
equivalency is considered the keystone. We have a right to 
expect a certain return for a certain expenditure, and this 
should be a fair return tvhich will not prove detrimental to 
health and well-being of worker, or to condition of the equip- 
ment. This return should be determined by competent 
parties, who know what they are talking about, and who can 
inspire confidence in those affected. Eeturns in the form of 
standards should not be the best performance of the best 
worker, which would mean a killing pace for the average 
and mediocre workers, but should more closely approximate 
an average attainment of an average worker, thereby pla- 
cing the standards within the reach of the mediocre men, 
and enabling the best men to beat the standards set. A 
mean between the average and best attainments of the 
workers of average ability would seem to be the best stand- 
ard. 

934 We should have a means of measuring attainments 
and watching progress toward or away from a possible at- 
tainment. Any failures to attain equivalents determined 
upon should be shown, so as to distinguish between that in- 
efficiency for which the worker is responsible, and the one 
ivithin the control of the management. 

935 Standard hourly productions are really the measur- 
ing-sticks in industry, and constitute the basis for enabling 
us to give due consideration to the six points above men- 
tioned. Without them, we are in a blind alley, in addition 
to which we are without adequate means of controlling pro- 
duction, through not knoiving the length of time any given 



421 

piece of ivork ivill take between definite points^ making it 
difficult to dispatch work. Nor have we a real basis for 
wage increases to those who deserve them, and we certainly 
cannot consider piece-work or bonus plans unless we know 
equivalents. So from every angle we should know standard 
hourly production, whether the plan of payment is piece- 
work, bonus or day-work ; in fact, it is more important on 
the day-work basis than on the others mentioned, for the 
reasons above given. 

936 Labor cannot object to rates that are fairly set, and 
certainly no rates should be unfairly set, nor is the average 
management desirous of having unfair rates, as they oper- 
ate in the long run to the detriment of the business, through 
strikes, opposition of workers, restricted production and 
the like. 

937 As has been pointed out previously, the real pro- 
ductive factor in industry is time, and as time is conserved, 
efficiency is increased, which makes for cost reduction, and 
therefore greater industrial success, and gain to worker, 
employer and consumer alike. To conserve time, it must be 
watched, controlled, compared with standards and the ratio 
of efficiency established. This ratio should be known as to 
men, plant and management. 

938 These standard hourly productions can be deter- 
mined through a time-study campaign, or, as we have ad- 
vocated, through estimates at the start, with refinements 
made as the work progresses. These estimates can be 
made by observing work, talking with foremen and work- 
men, studying past performances and setting up temporary 
schedules of pieces per hour, which can later be made per- 
manent. 

939 Our control boards, in a measure, indicate efficiency 
of operations, but they do not give a true index of the effi- 
ciency of a man or management, for the reason that what 
we are scheduling is work to be done by men and machinery, 
the latter two being incidental to the first. It is tvork we 
want to watch the progress of, in controlling production ; it 
is work we must coordinate throughout the various opera- 
tions, and the flow ahead of, or behind, a prescribed sched- 
ule must be considered constantly. The failure to supply 



422 

material, or the idleness of equipment, may throw the work 
behind schedule, hut we cannot give the tvorh credit and 
still observe graphically its true progress, even though we 
would do so were we considering the efficiency of men and 
departments. "What we do is to place signals on the boards, 
to indicate reasons for failure to attain schedule. We do 
provide for watching and increasing the efficiency of work 
by noting the exceptions and getting after limitations, and 
in this way speeding up production. 

940 There is a different aspect to consider, however, 
when we come to man and department efficiency. It is not 
the fault of the man if there is no work. It is not the fault 
of the man if failure to anticipate a breakdown occasions 
several hours' delay. Without material the man must loaf, 
but is he to blame? Hence those things not within his con- 
trol must be credited to him and charged to the manage- 
ment; then we are giving all sides a fair deal, and are in a 
position to determine where responsibility for inefficiency 
really rests. 

941 The great question is, how can we do this 1 By 
using the same mechanism in operating our control hoards, 
and transferring the information it supplies to efficiency 
records covering men, management and plant. 

942 As to the man, there are three factors to consider : 

A The time he spends in the plant. 

B The work he is credited with in pieces, in terms of 
standard hours. 

C The time he spends \n not producing, for reasons 
not within his control. 

943 In determining his efficiency the calculation is : 

B 



A-C 



= % of efficiency. 



944 In determining the efficiency of the management the 
calculation is : j^_q 

— — -o/ooi efficiency. 



945 In determining the efficiency of the plant, the calcu- 

B 
A 



lationis: -g 



423 

which is the product of the efficiencies determined at 943 and 
944. 

946 In Figure 158 is illustrated an unusually vivid 
graphic history of an employee's efficiency. Weeks are 
shown down the side, 13 to the record, or a quarterly pe- 
riod. Across the top are the standard working hours of the 



EFFICIENCY RECORD employee no. name dept. | 


MTEEK ENDIN6 


STANDARD HOURS OF 


WEEK . EACH SPACE = 1 HOUR 


MEMO 


^ 


pa 


^CENT 
PLANT 


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Figure 158. Personnel Efficiency Record 



week, without reference to the days of the week. Provision 
is made for ''memo'' entries and also for showing the effi- 
ciency of man and management and plant. From the left- 
hand edge we credit the worker daily for production in 
black, and from the right-hand edge for delays he cannot 
control, the totals being posted at the end of the week in 
colors. Delays are posted under the regular graphic scale, 
for reasons which will be apparent later. 

947 It will be noted that for week ending July 5, the 
worker was credited with 29 hours in standard hours of 
production. As he worked on this production 48 hours (60 
hours in the plant less 12 hours in delays), his efficiency is 
29^-48, or 60.4%. From the standpoint of management 
efficiency, the man could work only 48 hours, although he 
was on hand ready to work for 60 hours, hence the efficiency 



424 

is 48 ~ 60, or 80%. The plant efficiency is 48.3% (29 -^ 60) 
as found by multiplying 60.4% x80%. For week ending 
July 26, we find that the man worked 4 hours overtime, 
shown by orange at the right of the vertical line for end of 
standard week. This total would naturally be added to 
regular totals in calculating efficiencies. For week ending 
August 2, we notice that the man spent 38 hours on produc- 
tion, for which he receives a credit of 44 hours, so his effi- 
ciency is 44-^38, or 115.7%. For week ending August 16, 
he betters his schedule for the week by 6 hours, as indicated, 
and his efficiency is 66 -f- 57, or 115.8%. These last two il- 
lustrations show the reason for entries on the two horizontal 
scales, as we do not want them to conflict. For week ending 
August 23 we observe that worker was absent for two days, 
as shown by diagonal black lines. 

948 The average for the 13 weeks is shown at the bot- 
tom, 85.4% being the worker's efficiency, 80% the efficiency 
of the management, and 68.3% as the efficiency of the plant. 

949 Eegarding the color scheme at the right of the rec- 
ord, this gives the various causes of the delays. See Fig- 
ure 13, Chapter XI, for standard key to colors. For week 
ending July 5 there were delays of : 

2 hours— no material. 

3 hours— defective work. 
2 hours— no work. 

2 hours— no tools. 

3 hours— machine down. 

—and at the bottom we have an average as to each cause 
covering the weekly average of 12 hours for the 13 weeks. 

950 A word is necessary regarding the credit for de- 
fectives. Rejections are of two kinds : 

A Spoiled work for which the worker is to blame. 
B Defective and spoiled work for which he is not to 
blame. 

Hence we credit him for the latter. 

951 In other words, we compare the actual hours spent 
on production (a charge to the worker), regardless of the 
hours spent in the plant, with the credit of standard hours 



425 

of the work produced, to get the efficiency of the man. 
We compare the hours the man spent in the plant, which he 
could have worked, with the actual hours he spends on pro- 
duction (total hours in plant, less delays for which he is not 
to hlame), and we have the efficiency of the management. 
We compare the hours he spends on work with the hours 
spent in the plant, and we have the plant efficiency. 

952 Note the ease with which improvement in efficiency 
of both man and management can be observed. In one 
case it is indicated by an increase of black toward the right ; 
in the other, by a decrease in the colors. The best weeks 
and the worst weeks for both man and management can 
easily be observed, as, for instance : 

Class Best Worst 

Man August 16 July 5 

Management August 16 August 2 

Plant August 16 July 5 

953 Xote, also, the ease with which causes of delays can 
be followed by reading the distinguishing colors doivn the 
sheet. 

954 As will be seen, the record is quite comprehensive, 
showing : 

Overtime. 

Absence. 

Time spent in plant. 

Actual hours on production. 

Standard hours' credit. 

Delays. 

Elements in delays. 

Efficiency of man. 

Efficiency of management. 

Efficiency of plant, 

— its graphic feature being of special importance. 

955 From it such questions as the following can be an- 
swered : 

Is the worker making the improvement he should ? 

Are his gains consistent or spasmodic? 

Is he receiving the wage increases he should have? 



426 

Is he regular in his attendance? 

How long did it take him to attain an average efficiency 

of 85%? 

956 So much for the efficiency of the man. By assem- 
bling the same information on a weekly sheet, according to 
departments, with workers' names down the sides, we can 



FOREMEN 




FORM CEF CO. INC. 

EMPLOYMENT AND ACCIDENT RECORD 

NAME ^_-_._ 



WOSK RECORD 



ST^RT QUIT DISCHM^ED REASON 



ADDRESS- 
AGE NATIONALITY ALIEN..... RELIGION- 

SPEAKS READS .WRITES- — 

MARRIED OR SINGLE BORN • WHERE 

DEPENDANTS. 



K- A- 1 WORKMAN 

^-DESIRABLE 

C- OTHER POSITION 

D - MI5UNDERSTANDIN6 

E- DISSATISFIED 

f-POOR HEALTH 

^-INCOMPETENT 

W- DISORDERLY 

I -BAD DISPOSITION 

^-MISCONDUCT 

Yr MISREPRESENTATION 

\,-UNSTEADY 

H-INTEMPERATE 

H-LAZY 



N0.__. 
BUnON. 



"(TF children, 6IVE PATE OF BIRTH") " 



RECOMMENDED BY._ 

PREVIOUS EMPLOYERS- 

REFERENCE 

CLASS OF WORK 

GtUALlFlCATIONS. 

REPORT OF PREVIOUS EMPLOYER. 



DATE 
AT PER 



DATE 
AT PER 



DATE 

AT PER 



DATE 
AT PER 



DATE 

AT PER 



PHYSICAL CONDITION 



COLOR HEIGHT ___.WE1GHT DEVELOPMENT.. EYES - 

EAR5 NOSE : THROKT THORAX ABDOMEN 

MENTAL SYSTEM. EXTREMITIES PREV. DISEASE PRES.0I5EA5E 

PREV. ACCIDENTS REMARKS 



ACCIDENT RECORD 



•^riYSTciAH 



-SISNED_ 



'EMPugVtE' 



REPORT MO. DATE 



NATURE OF INJURY 



HOW OCCURRED 



Figure 159. Personnel Employment Record 



show the efficiency of all workers in the department, and the 
efficiency of the management and plant for this department. 
By making a composite of all department records, we have a 
plant record showing efficiency of men, management and 
plant. 

957 By working on the exception principle, we can de- 
termine at a glance the department showing the greatest 
man inefficiency, and that showing the greatest manage- 
ment inefficiency. By referring to the various department 
charts, the most inefficient man in each can be quickly deter- 
mined, as well as the most inefficient management factor. 
Knowledge of limitations is but a step to improvement, and 



427 

it is here that these man and management graphic charts 
can be used to decided advantage. 

958 Our control boards give us the efficiency of work, 
idle-time reports give us the efficiency of equipment, rejec- 
tion reports give us the efficiency of materials, and this 
record, Figure 158, gives us the efticiency of men and de- 
partments and, equally important, the efficiency of the 
management and plant, which are generally ignored in effi- 
ciency calculations. 

959 All the responsibility for inefficiency does not by 
any means rest upon the workers, nor is all the blame to be 
attached to the management. If workers are slow or inca- 
pable or unwilling to make schedules within their reach. 




Figure 160. Graphic Dial 



they will be found inefficient. If the management is care- 
less or negligent, and unwilling to exercise proper fore- 
sight, it will be found inefficient. The product of man and 
management efficiency gives plant efficiency. What I urge 
is a means whereby this inefficiency can be uncovered and 
all sides treated fairly at the same time. Study of the 
graphic presentation here shown will indicate how well this 
matter of man, management and plant efficiency has been 
covered. It is sincerely believed by the author that Graphic 
Production Control, as generally outlined in the other chap- 
ters in this book, and more specifically treated in this 
chapter, has an appeal in it for labor, and will be a factor in 
the proper solution of the great labor problem confronting 
us. 

960 In connection with the above we can arrange to give 
due consideration to the employment and accident details 
concerning: each worker. Bv usins: Fisrure 159 as the re- 



428 

verse of the personnel efficiency record, we can assemble in 
one record all the pertinent data regarding each worker. 
On this reverse side we can show the entire history of the 
worker as regards his engagement, wage increases, work 
record, and accident record. The figure will be f onnd self- 
explanatory. 

961 As an aid in showing efficiency of work done graph- 
ically, Figure 160 is offered, being a graphic dial which 
shows throughout the day what has been accomplished, 
covering the product manufactured, or the showing of a de- 
partment, or, if desired, the workers' showing. 



Section V 
CONCLUSION 

PAGE 

Chapter XXVII Pitfalls of Graphic Production 

Control 431 

Chapter XXVIII Economic Aspects of Graphic 

Production Control .... 439 



431 



Chapter XXVII 

PITFALLS OF GRAPHIC PRODUCTION 
CONTROL 

962 No treatment of a subject as comprehensive as 
Graphic Production Control would be complete without 
calling attention to the pitfalls which must be avoided if 
success is to be the result of the installation. It might be 
thought that the author is weakening his position by thus 
admitting that there are pitfalls, but he trusts he is prac- 
tical enough to realize that nothing is ever perfect, and that 
the reader realizes this fully as well, and will readily ap- 
preciate a frank discussion of the things which can cause a 
failure of the plan. 

963 The automobile has a brake, the boiler a safety- 
valve, the engine a governor, in fact, limits are recognized 
in all things, and the writer will be the last to assert that 
Graphic Production Control has no catch-traps. 

964 In our experience, we have naturally been through 
some trying times in finding '^bugs'^ and eliminating them; 
in overcoming opposition; in getting around obstacles; in 
meeting complex and discouraging situations; and the re- 
sults of all this are considered important enough to pass 
along to any fair-minded reader— the other kind, the hu- 
man ''if,'' wouldn't be interested in the subject of grajihics, 
anyway. 

965 The pitfalls will be considered in the form of 
''don'ts," as follows: 

966 A Don't Blame the Control Boaeds if They 
Show False or Incorrect Information. Control boards 
are nothing but blocks of wood or pockets of steel, holding 
strips of paper, to which is posted information by clerks. 
If the boards show what is not so, then one of two things is 
to blame— 



432 

a Incorrect information supplied to board clerks. 
h Inaccuracy of board clerks in posting. 
If Steel common is 97 and it is posted as 79 on a broker's 
board, this does not make the board any the less valuable. 

967 B Don't Overlook the Impoetance or Accueate 
Desceiptions of Woek. It is very necessary to have accu- 
rate and reliable information as to kind of work performed 
and quantity produced. In posting to the boards, the 
proper place must be located and the quantity credited in 
black in one place and charged in green at another. If 
supporting facts have been incorrectly stated, they will 
naturally be posted to the wrong place, or the green and 
black entries will be incorrect, either of which will make 
for false impressions. 

968 C Don't Attempt Geaphic Peoduction Conteol 
Without Accueate Time-keeping Methods. Eemember, 
the charges and credits to boards are in terms of standard 
hours of work released by material received or accom- 
plished through labor effort. If the time reported by work- 
men is inaccurate, it will tend to show work further ahead 
or further behind than it really is. Don't allow workmen to 
keep their own time, as they are not clerks. 

969 D Don't Fail so to Oeganize as to Have Peompt 
Eepoets of all Ieeegular Conditions. The only way to se- 
cure results from the installation of the method proposed, 
is not only to secure the cooperation of the shop personnel, 
but to get them to depend on the boards for facts as to pro- 
duction details. If machines are idle; if workmen are 
absent ; if material is low ; if no tools are on hand ; if opera- 
tor is behind, and the boards fail to indicate these condi- 
tions through distinguishing signals, then the shop men 
will lose confidence in the showing and go back to their old 
methods of posting themselves regarding conditions. 

970 E Don't Attempt to Go Veey Fae with Some of 
the Shop People Opposed to the Woek. A thing is only 
half sold when there are men in responsible positions who 
oppose the installation of any new mechanisms. Unless all 
are convinced of the need and are entirely in favor of the 
plan, failure is almost certain,— at least, the only thing to 
expect is a near-success. Too much in the way of getting 



433 

results depends upon the cooperation of shop people to risk 
going too far without their help. Opposition, even if only 
passive in nature, is dangerous. Steps should therefore be 
taken to educate a shop personnel as to the merit of the 
plan before active work is begun. 

971 F Don't Decide Simply to '^Try'^ the Proposi- 
tion. A trial indirectly indicates doubt as to eventual suc- 
cess, and there must be no doubts as to the introduction of 
the methods advocated. Either they appeal to your reason 
and judgment or they do not. They will secure results or 
they will not. They will take too long a time or they will 
not. The installation will cost too much or it will not. Be 
sure of your ground before starting, but, Jiaving decided to 
go ahead, let nothing stop you until results are yours, as 
they are bound to be, with the right kind of determination 
behind the work. 

972 G Don't Expect the Best Planning Without 
Having Proper Storeroom Methods, With Knowledge op 
Correct Balances of Material. If schedules are made on 
the assumption that materials are available, only to find 
them not on hand, as shown by the stock records, all board 
and control work is that much wasted effort, causing con- 
fusion, changes in schedules and general dissatisfaction. I 
cannot spend ten dollars if I have only two dollars. To 
get ready to make ten pieces and find only two to work on 
is bad practice, any way you look at it. No production con- 
trol is possible without material control. 

973 H Don't Overlook the Importance of Adequate 
Shop Transportation Facilities. An entry in black at one 
place means an entry in green at a succeeding operation, 
and unless shop moving is properly controlled, men will 
start on work for which no material is on hand, and the 
boards will be blamed for the false showing. 

974 I Don 't Fail to Have Prompt and Proper Inspec- 
tion. Whether the black entry covers pieces good or 
pieces made (good and bad), the graphic record on the 
boards must show rejections as soon thereafter as is pos- 
sible. Kemember, the board is a picture of all happenings, 
but if the data posted to it are too long delayed, the pic- 
ture is not a true one. 



434 

975 J Dok't Make Up Youk Mind iist Favor of the 
Methods To-day and Staet Installation To-morrow. 
Graphic Production Control is as much an engineering 
proposition as is the building of an engine. For this 
reason, there must be a design carefully worked out in 
order to consider the local conditions met with; it must be 
put up in the form of specifications with forms and records 
supporting them; the matter of the organization to handle 
the methods is most important, and, last but not least, the 
plan must be fully explained and sold to those who will be 
influenced by the installation. ^^ Haste makes waste'' is 
true here as everywhere else. 

976 K Don't Fail to Gtuard Against Loss of Eecords 
During Progress of Work. Supposing a train dispatcher 
should lose some records that he relied upon in connection 
with dispatching his trains? Confusion — perhaps wrecks — 
would follow. Loss of records in production work is just 
as serious, as it means delays, annoyance, rearrangement in 
schedules and failure to carry out plans made. 

977 L Don 't Make Changes in the Methods Without 
A Thorough Investigation. Any change in methods at any 
single point is bound to have its effects on the plan as a 
whole. A clerk may have a bright idea which may be ex- 
cellent and save time — for him — but which may ^* raise 
Cain" with other features of the work, and in the end cause 
much more lost time than the gain. Graphic Production 
Control is as much made up of component parts as the en- 
gine, and no management should make any changes without 
putting the matter up to a committee representing the dif- 
ferent interests affected. 

978 M Don't be Alarmed at the Clerical Help Ne- 
cessary TO Operate the Plan. Graphic Production Control 
centralizes the work of many people in different depart- 
ments. It takes some from this clerk, that foreman and the 
other executives and places it all in one department. In 
reality, little extra work is done, but it is done better and 
more promptly. If a clerk can do some of the things a fore- 
man has been doing, you are getting the work done just as 
efficiently and at less cost, besides making a better man out 
of your foreman by enabling him to devote more of his time 



435 

to the larger phases of his work. In many cases enough 
clerical work has been found carried on by clerks, foremen 
and executives to run a Control Department efficiently and 
successfully by simply rearranging the work and providing 
the clerical assistance necessary in one place. 

979 N Don't be Concerned at the Thought of Unit 
Time Caeds. The very purpose of Graphic Production Con- 
trol is to supply current information— currently. The unit 
time card (one job to a card each day) makes possible 
prompt recording of work done, where a time card covering 
all the jobs for a day would mean delays in posting informa- 
tion to the boards and greater confusion in compiling in- 
formation from the cards. 

980 Don't Fail to Supply the Proper Messenger 
AND Telephone Facilities for Dispatch and Control 
Stations. What would stock quotations amount to without 
the excellent messenger, telephone and wire service which 
go with the stock exchange trading? If you want your con- 
trol mechanism to be up to the minute and efficient, don't 
fail to provide adequate messenger and telephone service; 
and if the installation is a large one, the telautograph can 
be used to decided advantage, especially if on the desks of 
executives responsible for plant operations. 

981 P Don't Fail to Give the Proper Consideration 
TO Standard Hourly Production. In one sense, standard 
hourly productions are the heart of the work of Graphic 
Production Control. They not only constitute the ideals to 
aim at, but directly influence the black and green entries 
and the readings as regards whether work is ahead or be- 
hind. Imagine finding a job ahead and complimenting the 
worker, only to discover that the S. H. P. is too easy ! What 
is still worse is to find an operation behind, call the worker 
down and then find the schedule impossible of attainment. 
Further, S. H. P.'s are the basis of good estimating and 
efficiency determination, and sufficient attention should 
therefore be given to them to keep them up to date, new 
ones being created and changes made where necessary. 
This work is a most important part of the installation. 

982 Q Don't Get Discouraged or Allow Others to 
Get Discouraged. During the period of installation, new 



436 

and complex conditions are met with wHcli were not 
covered by the plan as originally outlined. The best brains 
are not infallible, and the only consistent advice is to meet 
each issue as it comes up, find a solution, then go ahead until 
the next one is met and repeat the procedure. Eemember, 
success comes to him who keeps his teeth in the longest. 
That is why the bull-dog doesn't bark— he is too busy hang- 
ing on. 

983 R Don't Allow an^y Paet or the Woek to Fall 
Behind. Even after the production work is done, which 
must be right up to the minute at all times, the speed from 
this point must be just as great. Production Control rec- 
ords are used for payroll purposes, bonus payments, ac- 
counting, cost compilations, preparation of statistics and 
the like, and any delays only tend to discredit the entire 
plan in the minds of those who use the data supplied by the 
control mechanism. 

984 S Don't Look Upon Youe Geaphic Peoduction 
CoNTEOL Installation as an Expense, but as an Invest- 
ment. You may buy a machine which you consider as an 
investment and include in the company assets. Look upon 
your production control mechanism in the same manner 
even if you cannot treat the installation in the same manner 
as the machine on the books of the company. If you view 
the matter from the standpoint of an expense, you will not 
have the patience in getting results as you would have in 
the case of the machine. If you will look upon the work as 
an investment, you will act accordingly, and your returns 
will be just as sure as in the case of the machine. 

985 T Don't Look foe Immediate Eesults, as They 
Will Not be Foethcoming. To install Graphic Production 
Control requires time, patience and the exercise of consid- 
erable tact. There is the period of design, of preparing 
specifications, of getting the devices ready, of educating 
those influenced, of installation and of getting the mechan- 
ism working properly. You have that variable factor, the 
human element, to deal with constantly. Eesults will not be 
apparent at first, complications will arise, personnel will 
want to go back to the old ways which have become habits 
with them. Remember that during the installation it is in- 



437 

directly bringing about better organization, standardiza- 
tion, costing and supplying information never before se- 
cured, and you can well afford to wait for the results which 
are bound to come. This does not mean that you must sit 
idly by and let the thing run itself, for it won't do it— it 
needs a strong guiding hand. There is a mighty big differ- 
ence between impatient lack of direction and patient guid- 
ance; between destructive criticism and constant kicking 
and constructive advice and help. 

986 JJ Don't Oveelook the Importance of Graphic 
Production Control to Your Business. You are in busi- 
ness to produce goods. To produce efficiently you must 
control efficiently, the one being in direct proportion to the 
other. Graphic Production Control therefore has a direct 
bearing on your profit and loss account. Further, it is not 
only the basis for manipulation of production forces,— 
labor, material, equipment and product,— but it is also the 
basis of your cost, accounting, financial and statistical rec- 
ords and policies and therefore has a direct bearing on the 
management of your business. '^Graphical Management" 
is as superior to systematized management as systematized 
management was to the '^unsystematic management" of 
the old days. 

987 V Don't Overlook the Importance of Informa- 
tion AS to the Proper Flow of Product and Sequence of 
Work. Of fundamental importance in any scheme of 
Graphic Production Control is accurate knowledge of the 
flow of work through the plant ; of the logical relation and 
importance of groups and parts ; of sequence of the opera- 
tions of parts. In planning and scheduling to boards and 
dispatching through stations, the basis is entirely that of 
records as to the above. If they are inaccurate, work will 
be routed to the wrong places, or right places will be des- 
ignated but the work will be in the wrong sequence, or last 
things will come first and first things last, all of which 
spell serious loss of time, endless confusion and conse- 
quently irritation and general ''cussing" of the whole con- 
trol installation. 

988 W Don't Fail to Secure the Interest and Co- 
operation OF Your Workmen. As will be seen from the 



438 

next chapter, on the Economic Aspects of Graphic Produc- 
tion Control, Labor should be just as much interested in the 
subject as Capital, as the elimination of inefficiency is as 
much the responsibility of one as of the other. Make them 
see this, if possible, and results will be that much greater. 
If they think the methods are being forced on them, they 
will resent it and make little, if any, efforts to cooperate. 
Their assistance is both necessary and profitable to them as 
well as to you. 

989 X Don't Fail to Teain Your Conteol Depart- 
ment Force and Arrange for Understudies. Remember 
that no chain is stronger than its weakest link. So with 
this work. If you have incapable help, improperly trained, 
with no understudies, you will have constant trouble, which 
will spell loss of production, seriously affecting your pocket- 
book. Provide efficient clerical help, have educational meet- 
ings instructing them as to their work, and have under- 
studies ready when help is sick or leaves or is promoted, and 
you will have no cause for alarm. You place a high-grade 
operator at a high-grade machine. You should do no less 
with your control machinery. 

990 Y Don't Have Anything Else but a Successful 
Installation. If you suddenly find that your installation 
is a failure, consult a looking-glass, for the reason for your 
failure will he— you. The work can be successful because it 
has been and is securing results, in a variety of lines, in 
cases of simple work and where there are extreme complica- 
tions. If you go at things in the right way and take time to 
design, build and install, following the instructions in this 
and other chapters, there should be no failure. If there 
is— well, don't play the game called ^^ passing the buck," 
but acknowledge your part of it and start again. You'll 
ivin. 

991 The above sums up the principal ^^don'ts." Others 
could be given, but this list, if lived up to, is sufficiently 
broad to cover the ground in such a way as to make for a 
successful installation. 



439 



Chapter XXVIII 

ECONOMIC ASPECTS OP GRAPHIC 
PRODUCTION CONTROL 

992 In an editorial on ^'Work/' the New York Tribune 
said : 

'^As war-time inflation sent wages and prices spi- 
ralling upward, the advantage often rested with the 
worker. His money wage advanced faster than prices, 
so that, temporarily, a given amount of work gave him 
command over more goods than a like amount of work 
commanded when wages and prices were, relatively 
speaking, in a state of peaceful flatness. He was, there- 
fore, in a position to choose between saving for the 
future or cutting down the number of hours of labor. 
Often he elected to take leisure in lieu of wages. The 
average working week was cut to a point lower than it 
ever had been before. 

^^ Leisure is sweet and desirable. But too much of it 
suddenly may wreck the economic order. All material 
things are produced by labor. People cannot consume 
what they do not produce. Neither can they consume 
all they produce without depriving posterity of its op- 
portunities. The world is not attending to the future. 
It is living in the present. It must get capital ahead or 
sink. The only way to accumulate capital is to work. 
But there is an increasing demand for still shorter 
hours, on the theory that Hhe less work a man does 
the more work there is for others. ^ The fallacy lies in 
the assumption that there is not enough work to go all 
around. The fact is, work as hard as it may, the world 
will be unable for years to make good the destruction of 



440 

war and the loss incident to deferring work. The acute 
shortage of housing, here and abroad, ilhistrates a con- 
dition that extends to scores of industries. The Na- 
tional Association of Manufacturers views the outlook 
so seriously that it has undertaken a nation-wide cam- 
paign to urge labor to speed up output to the limit. ' ' 

993 As this chapter is being written, the whole country 
is agitating investigations of the food situation, prices and 
price-making, profiteering and other factors having a bear- 
ing on the common enemy— the High Cost of Living. The 
general attitude is that unless prices are reduced, wages 
will have to be still further increased to keep pace with the 
ever increasing tendency of prices. 

994 Up to this time we have had no intelligent recom- 
mendation as regards hotv prices are to be reduced. The 
railroad brotherhoods now come along with the demand for 
Federal control of the railroads, for profit-sharing, for par- 
ticipation in the management of the roads, promising, as a 
result, that the move will be the first and most important 
step toward lowering the cost of living. 

995 Let us analyze the situation to ascertain the merits 
of this recommendation. We have been living, and are now 
living, in an industrial age based on a theory which can be 
expressed as ^^more wages and fewer hours.'' Despite our 
rapid strides industrially, we have viewed with ever in- 
creasing alarm the vicious cycle of increased wages, to in- 
creased costs of products, to increased prices, and so on 
around the circle, until the prediction is ventured that 
unless there is a change of some kind, this country is due to 
receive a rude jolt in the not far distant future, in the form 
of one of the worst panics in its history, and there won't he 
any question at all where prices will he then. 

996 The British Board of Trade announced that for the 
first twenty weeks of 1919, with wages the highest ever 
known, the production of coal was 240,000,000 tons as 
against 287,000,000 in the last pre-war year, with the num- 
her of miners the same in hoth years. The Government, in 
announcing an increase in price of coal to consumers, made 



441 

this illuminating statement: *^ because of increased wages, 
shorter hours for the miner, and decreased production per 
workman. ' ^ 

997 It will be generally admitted that ^^more wages for 
fewer hours" means less production at greater cost. If we 
add to this a decreased equivalency per hour worked, the 
situation is that much worse and the cost that much higher 
per unit produced. This is an economic truth which will 
withstand any amount of argument. Therefore the basic 
theory above mentioned is not only economically false, but 
dangerous to the industrial and commercial success of this 
great country of ours, and should he fought to a finish. 

998 The unionists are at last beginning to see this. The 
brotherhoods' representative says; 

^^We realize that in the strife for wage increases we 
cannot win any permanent victory. It is not money, 
but value, which counts.'' 

—and value can only be taken to mean equivalency. 

999 "We cannot stop producing, and still have produc- 
tion. The pie cannot be in the stomach and on the shelf at 
the same time. If industry produces less at greater costs, 
prices must increase, and as prices increase, demand must 
decrease. A decreased demand can only spell restricted 
production, impaired credits, unemployment and general 
inactivity. The chief sufferers? The workers, who them- 
selves are the chief exponents of this false economic theory 
of ^4ess hours, more wages" so as to make ^'more work for 
more people. ' ' 

1000 Imagine what would happen if one plant worked 
ten hours per day and another worked two hours per day, 
the workers in both plants receiving the same wages! 
Which would get the business? Now consider one country 
whose industry operates ten hours per day, with another 
operating two hours per day, with the workers of the 
ten-hour-per-day country receiving less wages than the 
workers of the two-hour-per-day country. Where tvould the 
business go? In other words, the more we continue this 
false theory mentioned, the worse off we are going to be 
from an economic standpoint ; and as the basis of industry. 



442 

whether national or international, is competition, it can be 
seen that we are slowly but surely riding to a fall. 

1001 A7td tvliat do ive get as solutions? The cry for in- 
vestigations and Federal control. Investigations will avail 
little beyond determining that costs of production are too 
high, which any well-informed industrial engineer now 
knows to be the case, to his sorrow as a good American citi- 
zen. Federal control means only a shifting of responsi- 
bility, and in itself cannot reduce prices; in fact, the chances 
are that the move will still further increase prices. 

1002 It is generally conceded that wages cannot come 
down until the cost of living comes down, nor can the cost of 
living come down until the basis of cost — wages — comes 
down. Hence we find ourselves between the devil and the 
deep sea, and the only consolation we are given are recom- 
mendations for investigations and federalization. 

The fact of the matter is, that when MORE is produced, 
there ivill he MORE to divide, and ivages tvill huy MORE 
without raising prices, 

1003 The real causes of the vicious cycle of ever in- 
creasing prices are : 

A On the part of Capital, idleness in the use of mate- 
rials, plant and equipment— ^t'as^e in money, 

B On the part of Labor, retarding production through 
demanding (and getting) reduced hours and more wages, 
and in some cases restricting or retarding productions 
per hour — ivaste in time, 

1004 Eliminate one or the other, or both, of these, and 
there will be a noticeable and rapid improvement, the re- 
sult of which will \)Q—Low Cost of Living; and we can have 
prosperity, employment and an economically sound indus- 
trial basis, which will serve us to advantage in international 
competition. 

1005 I have spoken of the real cause of the vicious cycle. 
I now propose the solution in the form, not of a lot of in- 
vestigations, which would not get us very far, nor of fed- 
eralization, which is but a change from one plan to another, 
hut greater efficiency on the part of hoth Capital and Labor, 

1006 This efficiency can come only through economic 



443 

production, by which I mean quantity production, of the 
right quality, at the lowest possible cost, through the elim- 
ination of idleness in money and in time. In this both 
Capital and Labor have a part. Both are to blame for the 
conditions now existing, and neither side should try to un- 
load all the blame upon the shoulders of the other. 

1007 Capital must agree to study this idleness factor as 
never before. Labor must be willing to give proper equiva- 
lency and to adopt labor-saving machinery and methods. 
No relief of a permanent nature may be expected until both 
agree to this. 

1008 As has been pointed out before, to secure produc- 
tion, it must first be controlled; and it has been this matter 
of controlling production to which the author and his able 
associates have devoted so many years of close study, re- 
sulting in the development of Graphic Production Control, 
herein described. 

1009 No, it is not a case of over-enthusiasm, optimistic 
as I am over the possibilities in the methods described. It 
is a case of firm conviction, born of study and actual contact 
with industrial ills and their elimination. 

1010 The answer to our great problem of efficient living 
is production; and if, through our control mechanisms, we 
can spot idleness in the use of money on the part of Capital 
(material, plant and equipment), we are only a step from 
betterment. If we can determine equivalency and watch its 
attainment or lack of it, we are on the road to improvement 
in this respect. It all gets back to time, whether wasted by 
Capital or dissipated by Labor ; and the principal function 
of Graphic Production Control is, through visualization, to 
turn the spot-light on these failures. 

1011 We set a standard hourly production. This deter- 
mines what an article should cost. If it costs more, one or 
the other, or both, are to blame, and we want to know who 
and why. Graphic Production Control shows this in un- 
mistakable fashion. 

1012 As standard hourly productions are increased in 
all lines, prices will come down in proportion,— an economic 
truth which cannot be argued against, as competition can be 
trusted to take care of the matter of excessive profits. 



444 

Therefore, the better we determine and watch these equiva- 
lents, the more prices will be reduced ; and if Graphic Pro- 
duction Control can do this, or assist in doing it, then there 
is an economic value about it which entitles it to serious 
consideration by both Capital and Labor. 

1013 Visualization of idleness and failure to produce at 
maximum is possible through Graphic Production Control, 
from which increased production is but a step if both sides 
are sincere in their desire to stop idleness and waste and 
work for efficiency. 

1014 Because we can have more riches only by produ- 
cing more riches ; because prices can come down only as we 
increase productions; because we can produce that most 
efficiently which we can control most efficiently, our plea is 
that a consistent study be made of graphic methods of con- 
trolling production, which, while directly securing results 
in increasing production, indirectly lead to organization, 
standardization and costs. 

1015 Graphic Production Control is sound in principle, 
is practical in its working in industry, has progressed be- 
yond the experimental stage, is economically necessary; and 
is therefore recommended to the thoughtful consideration 
of industrial leaders, whether in the ranks of Capital or in 
those of Labor. 



INDEX 



INDEX 

Accident and Employment Record for Personnel 960 

Accounting and Cost Angle of Material Control 420 

Accuracy of Control Methods 172 

Accurate Descriptions of Work, Importance of 967 

" Timekeeping, Importance of 968 

Active Steps in Production Control 226 

Actual and Estimated Productions 690 

" and Estimated Times, Comparison of 686 

" and Normal Progress 688 

" and Standard Costs, Adjusting Differences Between 440 

" Time of Work, Deteimination of 717 

Additional Equipment, Detennining Necessity of 720 

Adequacy of Equipment, Record of 189e 

Adjusting Difference Between Standard and Actual Costs 440 

Advance Knowledge Necessary in Purchasing 340 

Advanced Doctrine of Management 117 

Age of Invention, The 1 

" " Production, The 1 

Ahead or Behind Schedule, How Indicated 289 

Aim of Anticipative Inspection 448 

Aims and Purposes of Graphic Control 258 

Allowances for Delays 510 

Analysis of General Situation 212 

" Planning and Control Essential Factors in Industry 90 

" of the Product 311 

" of Rejections 325 

" of Work Before Starting 266 

"Anglegraph" Control of an Order 320 

" Progress Sheet 783 

Anticipating Completion Times 731 

" Completion of Work, Graphically 585 

" the Future ."^ 415 

" Increases in Costs 925 

Anticipations Shown by Graphics 97 

An^^icipative Inspection, Aim of 448 

" Inspection of Equipment 447 

" Inspection, Organizing for 449 

Application of Graphics in Warfare to Industry 86 

Apportioning Work to Equipment and Departments 689 

Assembling Production Data on Graphic Strip 595 

Assembly and Erection Work, Control Boards Covering 668 

" and Erection Work Strip 672 

" and Machining, Mechanism for Co-ordinating 675 

" and Machining, Proper Guide to 312 

" Reference on Machining Strip 669 



448 

Assignment of Work, Law of 136 

Attaining- an Objective 47 

Balance of Work to do, Determination of 732 

Behind or Ahead of Schedule, How Indicated 289 

Best Name for Control Mechanism 167 

Bills of Material 309 

Board, Control for Executives 808 

Board 

Covering Labor, Graphic 761 

Covering Melting of Brass, Graphic 762 

Covering Repair Work, Graphic 761 

Covering Traffic 372 

Board 

Graphic Control, What it is 577 

Graphic Purchase 341 

Indicating Completed Work on Control 288 

Indicating Material on Control ,288 

Board 

for Material in Process, Graphic 758 

Principle of Control 287 

for Reminders, Graphic 759 

Strip Used on 287-2 

Boards 

Colored Signals Used in Control 581 

Control 168d 

Control 286 

for Control, Construction of 606 

for Control, Description of 607 

Boards 

Dispatch 168e 

Dispatch 285 

for Dispatching 479 

for Dispatching 481 

Division of Control Department, Responsibilities of . .302 

Boards for Controlling Assembly and Erection Work 668 

Boards 

Information Shown by Control 291 

Material Control 370 

Boards Supervisor, Duties of 302 

Bonus or Premium Report 494 

Brass Melting, Graphic Board Covering 762 

Broken Promises, Record of 189b 

Budget System and Standardization 905 

Buildings, Standardization of 848 

Business, Importance of Graphic Control to 986 

" Policy and Standardization 893 

" as a Whole, Graphically Presented 807 

" as a Whole Should be Considered 265 

Capacity, Normal Operating 433 

Capital, Clash Between It and Labor to be Solved by Management ... 69 



449 

Capital, Dependent Upon Management 74 

" Graphics Needed by It and Labor 77 

" and Labor, Relation of to Efficiency 1006 

" Relation of Management to it and Labor 66 

Capital's One Sided Viewpoint 68 

Cards for Timekeeping- 482 

Castings, Schedules for 695 

Causes of Cycle of Increasing Prices 1003 

" of Idleness 441 

Centralization, Law of 132 

Changing Jobs Unnecessarily 714 

" Methods, Effect of in Graphic Control 977 

Chart for Standard Hourly Productions 618 

Charting the Organization 213 

Charts ^ 

Elements in Making up Flow 315 

General 168a 

Material 168c 

of Material Control, Principle of 283 

Production 168f 

Progress 168b 

of Progress, Principle of 284 

of Speeds and Feeds 458 

Checking Time Cards 502 

Chief Dispatcher, Responsibilities of 509 

Chief Factors in Processing 163 

Clash Between Capital and Labor to be Solved by Management 69 

Clerical Help, Relation of in Installing Graphic Control 978 

Clerks for Dispatching, Duties of 478 

Clothing, Organization of Production Control for 622 

" Procedure Covering Production Control for Manufacture of . 623 

Code of Operation Symbols 318 

Colored Signals on Control Boards 581 

" Signals to Show Shop Irregularities 290 

Colors on Graphic Scales 581 

" of Time Cards 484 

Communication Service, Importance of in Graphic Control 980 

Comparing Equipment by Departments 724 

Comparison of Estimated and Actual Times 686 

Competition and Tax Laws, Effect on Costs 913 

Completed Work, Indicating Same on Control Board 288 

Completion Percentage of Orders = .• 726 

" Times, Anticipation of 731 

" of Work, Anticipating Time of Graphically 585 

Complexity of Manufacturing 258 

" of Work Should Govern Profits 268 

Comprehensiveness, Simplicity, Ease of Operation and Vividness, 

Outstanding Features of Graphics 96 

Conception of Control 194 

Congestion of Equipment 711 

" and Excess Capacity in Equipment 689 

Considerations in Scheduling Work 661 



450 

Considering Normal Conditions 267 

Constants and Variables in Production Control 577 

Construction of Control Boards 606 

" Orders 462 

Constructive Reconunendations Based on Investigation 247 

Continuous Inventory of Labor 693 

" Inventory of Material 692 

Control, Aims and Purposes of Graphic ' 258 

" Analysis and Planning, Essential Factors in Industry 90 

" Boards 168d 

" Boards 286 

Control Boards 

Colored Signals on 581 

Construction of 606 

Covering Assembly and Erection Work 668 

Control Board Covering Traffic 372 

" " Description of 607 

" " for Executives 808 

" " Importance of Correct Information on 966 

" " Indicating Completed Work on 288 

" " Indicating Material on 288 

Control Boards, Information Shown by 291 

for Material Control 370 

Control Board, Principle of 287 

Strip 287-2 

What It Is 577 

Control, Conception of 194 

Control of Costs, Co-ordinating Mechanism in 920 

Factors in 278 

Fundamentals in 922 

Control Department, Functions of 296 

Organizing Same 292 

Personnel of 305 

Control of Department and Plant 227 

Control Department, Responsibilities of ' 298 

of Boards Division of 302 

of Laboi Division of 301 

of the Material Division of 300 

of the Product Division of 300 

Control, the Design of Graphic 207 

Designing the Machinery of 270 

Designing the Machinery of Graphic 270 

Devices of Graphic 168 

Elements of .308 

Elements, Co-ordinating Them 620 

Engineering Features of Graphic 206 

of Equipment, Factors in 277 

The Fifteen Laws of Graphic 127 

in Foundries 182 

Graphic, The Bridge Between Management and Production 51 

Control, Graphic, Ideals of 109 

Installmg a Reorganization Task 205 



451 

Control, Graphic— Continued 

Kind of Information Shown by 101 

Production, Indirectly Leads to Standardization, Costs and 

Organization 91 

The Standard of 119 

What it Considei-s 97 

What it Tells 99 

Control of Group of Sub-factories 183 

Guiding- the Introduction of 192 

Control of Heavy Complicated Machinery 773 

Ideals of ' 193 

Control of Inspection 710 

Installation Can Be Successful 990 

Control of Labor, Elements in 475 

Factoi-s in 275 

Control of Labor and Material 226 

Mechanism for 477 

Procedure in 486 

Control of Laboratory, Technical and Secret Process Work 186 

Laws Violated in One Case 130 

Local Conditions in 200 

Control of Many Operations but Few Machines 181 

of Many Products but Few Materials ISO 

of Material Charts, Principle of 283 

Control of Material 

Cost and Accounting Angle of 420 

Factors in 273 

Importance of 333 

Movement 709 

Organizing for 420f 

Time Factor in 333 

Control Mechanism 

Best Name for 167 

Controlling It 189 

Four Elements in 280 

Functions of 166 

Control Methods 

Accuracy of 172 

Duplication in 171 

Elasticity of 174 

Not Red Tape 279 

Preliminary Steps in Introducing 222 

Starting the Work 175 

Control of an Order Using the "Anglegraph" 320 

Permanent Carrying on of 196 

Personnel, Importance of Training 989 

Plant Ideals in 204 

Possible Results of Graphic 125 

Presentation of Facts in 203 

Control of Product, Factors in 274 

Control of Production 

Active Steps in 226 



452 

Control of Production — Continued 

Cost of Living 114 

Double-entry Feature of Graphic 682 

Elements in 164 

Final Steps in 231 

Foundry, Description of 625 

Graphic Scales Used in 579 

Importance of Human Element in 932 

Labor Problem 929 

Machine Shop, Description of 654 

Necessary to Secure Quantity Production 87 

Organization for Clothing 622 

Organization for Foundry 622 

Organization for Machine Shop 622 

Pitfalls of Graphic 962 

Control of Production Procedure Covering Foundry 623 

Covering Machine Shop 623 

Covering Manufacture of Clothing 623 

Graphic Form 621 

Control, Production, Personified in the Traffic Cop 103 

Control of Production Rubber Factoiy, Description of (For) 648 

Variables and Constants in 577 

Control Program in 202 

Proper Start in 197 

Questionnaire on Production 242 

Requirements of Graphic 122 

Rules of Graphic 124 

Sequence in Considering the Elements of 308 

Sheet of Material, in Areas 413 

Sheet of Material, in Colors 382 

Simultaneous Manufacturing 184 

Six Divisions to the Work of Installing Graphic 208 

Specifications of Graphic 269 

Status in 195 

Structural Plants 188 

Types of 178 

Unit Manufacturing 179 

Views of Management in 198 

What it Means 173 

Woodworking Plants 187 

Yard and Repair Work 185 

Controlling Control Mechanism 189 

Controlling Production Graphically, Important Rules to Follow . . . .619 

Need (the) of \ .4 

Responsibility of Management in 32 

Through Graphic Mechanism 30 

Through Graphical Management 10 

Controlling Scrapped, Rejected and Defective Work 402 

Co-operation of Personnel, Importance of Securing 970 

" of Workers, Importance of in Graphic Control 988 

Co-ordinated Knowledge, Importance of 52 

Importance of Portraying 63 



453 

Co-ordinated Knowledge— Contmned 

Use of in Great War 41 

Co-ordinating Control Elements .620 

Mechanism Between Machining and Assembly 675 

Mechanism in Cost Control 920 

Quantity and Time 419 

Co-ordination All Industry Possible Through Graphics 79 

Dollar and Hour by Management 71 

Material Factors, Graphically 373, 413 

Con-ect Information on Control Boards, Importance of 966 

Cost and Accounting Angle of Material Control 420 

Cost Control, Co-ordinating Mechanism 920 

Factors in 278 

Fundamentals in 922 

Cost, Elements in Excessive 424 

Keeping and Standardization 902 

Living and Production Control 114 

Living Relation of Waste in Money and in Time to 1003 

Producing Goods at Standard 421 

Production, Graphically Presented 797 

Production, Relationship Between 217 

Costs, Adjusting Differences Between Standard and Actual 440 

Anticipating Increases in 925 

Elf ect of Tax Laws and Competition on 913 

Elements Considered by Graphic Control 919 

Importance of, in Industiy 912 

Knowledge of 260 

Law of 156 

Meaning of 917 

Organization and Standardization, Indirect Results of 

Graphic Production Control 91 

Progressively by Operations 687 

Reduction in. How Graphic Control Influences 923 

Relation of Graphic Control to 918 

Cumulative Idleness Report 444 

Cycle of Increasing Prices, Causes of 1003 

Danger in Expecting Immediate Results From Graphic Control . . . .985 

Defective, Scrapped and Rejected Work, How Controlled 402 

Definition of Graphic Production Control 120 

Management 56 

Management 40 

Organization 818 

Delays, Allowances for 510 

Between Operations, Determination of 721 

" and Idleness Shown Graphically 946 

" Industrial, Reasons for 98 

Deliveries, Schedule of 320 

Deliveiy Time in Purchasing, Detennining Same 337 

Departments, Comparison of Equipment in 724 

Department of Control, Personnel of 305 

Departments and Equipment, Apportioning Work to 689 



454 

Department, the Functions of the Control 296 

Organizing the Control 292 

" and Plant Control 227 

" Responsibilities of Control 298 

Description of Control Boards 607 

Description of Production Control for Foundry 625 

Machine Shop 654 

Rubber Factory- 648 

Design of Graphic Control 207 

Designing the Machinery of Graphic Control 270 

Determination of Estimated Time of Work 716 

Determining Actual Time of Work 717 

Balance of Work to do 732 

Completion Percentage of any Order 726 

Condition of Product or Order 723 

Delays Between Operations 721 

Delivery Time in Purchasing 337 

Efficiency of Management, Formula for 944 

Efficiency of Plant, Formula for 945 

Efficiency of Worker, Factors in 942 

Location of any Order 725 

Material Received 685 

Necessity of Additional Equipment 720 

Relative Importance of Work 684 

Sequence of Operations 729 

Standard Hourly Output of Each Machine 728 

Standard Hourly Productions 938 

a Standard Time 542 

Standard Time, Rule for 548 

Starting Time of an Order 730 

When Material is Low 702 

When Orders are Running Low 704 

When to Revise Schedules 718 

When Work Should Start .715 

Whether Production is Falling Behind and Where 713 

Whether Sufficient Material is on Hand 722 

Whether Workmen are Ahead or Behind Schedule . . . o 712 

Work Released for Next Operation 727 

Devices of Graphic Control 168 

Diagram of Work 779 

Direct Labor Time Card 487 

Discouragement, Effect of in Installing Graphic Control 982 

Dispatch Boards '. 168e 

Dispatch Boards 285 

Dispatch Boards 479 

Dispatch Boards as Intelligence Stations 285 

Location of 481 

Dispatch Clerks, Duties of 478 

Dispatch Clerk, Responsibilities of 508 

Dispatcher, Responsibilities of Chief .509 

Distribution Subordinate to Production 7 

Division of Speeds and Feeds 460 



455 

Double-entry Feature of Graphic Production Control 682 

Double Shift, Graphic Strip for 603 

Draw Versus Push, Law of 134 

Duplication in Control Methods 171 

Duties of Boards Supervisor 302 

Dispatch Clerks 478 

Functions, Standardization of 895 

Material Supendsor 299 

Product Supervisors 300 

Production Control Superintendent 298 

Supervisor of Labor 301 

Ease of Operation, Simplicity, Comprehensiveness and Vividness, 

Outstanding Features of Graphics 96 

Economic Aspect of Idleness .43? 

" " of Work 992 

Economical Production, The Ideal of 113 

Effect of Changing Methods in Graphic Control 977 

Competition and Tax Laws on Costs 913 

Haste in Installing Graphic Control 975 

Loss of Records on Graphic Control 976 

Putting Methods on Trial 971 

Theory More Wages and Fewer Hours 995 

Work Falling Behind in Installing Graphic Control 983 

Efficiency 262 

Nation, Prosperity Dependent Upon 27 

Operation, Presented Graphically 794 

Production, Record 189a 

Relation of Capital and Labor to 1006 

Relation of Graphic Control to 1010 

Solution of Industrial Problems 1005 

Work vs. Efficiency of Worker 939 

Worker, Formula for Determination of 943 

Worker, Graphic Presentation of 946 

Use of Money, Ideal of 112 

Elasticity of Control Methods 174 

Elements of Control 308 

Control, Co-ordination of 620 

Control Mechanism 280 

Control, Sequence in Considering 308 

Entering Into Work of Planning 656 

Excessive Cost 424 

Labor Control 475 

Making Up Flow Charts 315 

Organization 825 

Production Control 164 

Standardization of Equipment 457 

Elimination of Idleness 261 

Employer and Worker, Wrong Attitude of 258 

Employment and Accident Record for Personnel 960 

Engineering Department, Recommendations Covering 250 

Engineering Features of Graphic Control 206 



456 

Equipment, Anticipative Inspection of 447 

Congestion of 711 

Congestion and Excess Capacity in 689 

Control Factors in 277 

Data, Graphically Presented 801 

Departments, Apportioning Work to 689 

Departments, Comparison of 724 

Determination Necessity of Additional 720 

Elements in Standardization of 457 

Idleness, Greatest Inefficiency 427 

Idleness, Reasons for 428 

Indicating Idle and Time of Idleness 705 

Inspection, Report of 452 

Law of 140 

Machinery Standardization of 853 

Material Ahead of 697 

Moving of 471 

Record 450 

Record of Adequacy of 189e 

Record of Idle 189c 

Requisition 455 

Showing Reasons for Idle 706 

Standardization of 456 

Work Ahead of 696 

Equivalency 259 

Equivalency^, the Keystone in Solution of Labor Problem 933 

Erection and Assembly Work, Control Boards Covering 668 

Erection and Assembly Work Strip . 672 

Estimated and Actual Productions 690 

" and Actual Times, Comparison of 686 

" Time of Work, Determination of 716 

European War, Reason for Our Success in 83 

Even Flow of Work, Securing 733 

Evolution to Graphics 16 

Exceptions, Progress and Relativeness Pictured by Graphics 95 

Excess Capacity and Congestion in Equipment 689 

Excessive Cost, Elements in 424 

Excuses Met With in Industry 100 

Executive Fatigue, Reduction of Through Graphics 791 

Executive Need of Graphic Presentation 785 

Executives, Control Board for 808 

" Responsibility of in Industry 790 

Expense, Graphic Control Not to be Considered as an 984 

Expert Advice, Ideas of Von der Goltz Regarding 45 

Objective 44 

Eye the Pilot of the Mind 102 

Factors Causing Industrial Distress 915 

Cost Control 278 

Determining Efficiency of Worker 942 

Equipment Control 277 

I^abor Control 275 



457 

Factors— Continued 

In Material Control 273 

" Processing- 163 

" Product Control 274 

Factor of Time in Material Control 333 

Failure of Usual Production Methods, Reasons for 14 

Fast Moving and Slow Moving Parts 671 

Fatigue, Graphics and Mental 21 

Reduction of Executive, Through Graphics 791 

and Rest 572 

Feed and Speed Charts 458 

Few People Know How to Investigate 236 

Field for Standardization 836 

Fifteen Laws of Graphic Control 127 

Fighting, Use of Graphics in Actual 85 

Final Inspection 327 

Final Steps in Production Control 231 

Financial Condition, Graphic Presentation of 793 

Reports and Statements, Standardization of 903 

Flow Charts, Elements in Making 315 

Operations, Knowledge of 313 

Sequence of Work, Importance of in Graphic Control 987 

Foch, Ideas of Regarding Objective 45 

Follow up of Purchases, Responsibility for 339 

Following Up Orders .309 

Purchases 691 

Purchasing 338 

Formula for Determining Efficiency of Management 944 

Plant 945 

Worker 943 

Foundries, Control in 182 

Foundry Production Control, Description of 625 

Organization 622 

Procedure for 623 

Foundr>^ Production Order 309 

Four Elements in Control Mechanism 280 

Functions of Control Department 296 

Control Mechanism 166 

Duties, Standardization of 895 

Motion Study 513 

Organization, Writing Them Up 827 

Purchasing Department 336 

Stores Department 349 

Time Study 513 

Fundamental Considerations in Industry 916 

Labor Problem 932 

Fundamentals in Cost Control 922 

Future Conditions, Anticipating 415 

Future, Management of the 50 

Gang Piece Work Time Card 489 

General Charts , 168a 



458 

Graphic Board Covering Melting of Brass 762 

Repair Work 761 

Graphic Control, Aims and Purposes of .258 

Board, What It Is .577 

Cost Elements Considered by 919 

Danger in Expecting Immediate Results From 985 

Design (The) of 207 

Designing Machinery of 270 

Devices of 168 

Effect of Changing Methods in 977 

Effect of Discouragement in Installing 982 

Effect of Haste in Installing 975 

Effect of Loss of Records in 976 

Effect of Work Falling Behind in Installing 983 

Engineering Features of 206 

Fifteen Laws of 127 

How It Forces Standardization 834 

How It Influences Reduction in Costs 923 

Ideals of ' 109 

Importance of to Business 986 

Importance of Communication Service in 980 

Importance of Flow and Sequence of in Introducing 987 

Importance of Securing Co-operation of Workers in Installing . 988 

Importance of Standard Hourly Productions in 981 

Importance of Unit Time Cards in 979 

Installation Can Be Successful 990 

Installing a Reorganization Task 205 

Its Relation to Costs 918 

Kind of Information Shown by 101 

Laws Violated in One Case 130 

Not an Expense 984 

Organization, Relation Between 820 

Possible Results of 125 

Real Mechanism in Controlling Production 30 

Relation of Clerical Help in Installing 978 

Relation of to Efficiency 1010 

Relation of Inspection to 974 

Relation of Shop Transportation to 973 

Relation of Storeroom Methods to 972 

Requirements of 122 

Rules of 124 

Six Divisions to Work of Installing 208 

Specifications of 269 

Standard of 119 

What It Considers 97 

What It Tells 99 

Graphic Co-ordination of Material Factors 373 

Co-ordination of Material Factors 413 

Inventory of Material 344 

Labor Board .761 

Material in Process Board 758 

Operation Analysis 314 



459 

Graphic— Continued 

Organization Charts 831 

Presentation of Business as a Whole 807 

" " Efficiency of Operation 794 

" " Efficiency of Worker 946 

" " Equipment Data 801 

" " Financial Condition 793 

" ' " Idleness and Delays 946 

" Need of by Executives 785 

" of Organization Details 826 

" " Production and Cost 797 

" " Typical Reports 816 

" " Work PerfoiTned 961 

Graphic Production Control, the Bridge Between Management 

and Production 51 

Definition of 120 

Double-entry Feature of 682 

Indirectly Leads to Standardization, Costs and Organization .... 91 

Pitfalls of 962 

Procedure 621 

Graphic Progress Sheet 757 

Purchase Board 341 

Purchase Order Procedure 369 

Reminder Board 759 

Scales, Colors on 581 

Scales, How Used 580 

Standardization Records 458 

Strip, Assembling Production Data on Same 595 

Strip for Assembly and Erection Work 672 

Strips for Double Shift 603 

Strip for Three Shifts 597 

Strips, Standardized 601 

Strips, Time Cards Used as 605 

Graphical INIanagement as a Means of Controlling Production 10 

Presentation, What It Is 92 

Scales Used in Production Control 579 

Graphically Indicating Completion of Work 585 

Material from Preceding Operation 593 

Overtime 592 

Rejections 588 

Set Up Time 591 

Graphically Scheduling Several Operations 604 

Graphics in Actual Fighting 85 

Application to Industry of Use of in Warfare 86 

Co-ordination of All Industry Through the Use of 79 

Evolution to 16 

Means Simplicity, Comprehensiveness, Ease of Operation and 

Vividness 96 

Mental Fatigue 21 

Mental Processes 21 

"Moving Picture" An Illustration of 57 

Needed by Both Capital and Labor 77 



460 

Graphics — Continued 

Picturing Relativeness, Progress and Exceptions 95 

a Publicity Agent 11 

Reason for 20 

"Services of Supply" 84 

Shows Anticipations 97 

Use of in Other Lines Than Production ; 19 

Group of Sub-Factories, Control of 183 

Guiding Both Machining and Assembly 312 

Guiding the Introduction of Control 192 

Handling of Time Cards, Instructions Covering 507 

Haste, Effect of in Installing Graphic Control 975 

Heavy Machinery, Control of 773 

High Cost of Living 993 

Hours and Pieces Scheduled on Planning Sheet 756 

Sow Graphic Control Forces Standardization 834 

Influences Organization 821 

Influences Reduction in Costs 923 

How Graphic Scales Are Used 580 

Human Element in Production Control, Importance of 932 

Ideal of Economical Production 113 

Efficiency in Use of Money 112 

Manufacturing Schedule 659 

of Service Ill 

Ideals in Control 193 

of Graphic Control 109 

Ideas of Foch Regarding Objective 45 

Yon der Goltz Regarding Expert Advice 45 

Identification and Move Record 347 

Idle Equipment, Indicating Same and Time of Idleness 705 

Record of 189c 

Showing Reasons for 706 

Idle Machine Time, Time Card for 501 

Time Paid For, Time Card for 500 

Time Report of Workers and Machines 443 

Idleness, Causes of 441 

Cumulative Report of 444 

Delays Shown Graphically 946 

Economic Aspect of 432 

Elimination of 261 

Equipment Greatest Inefficiency .427 

Equipment Reasons for 428 

Report According to Causes 445 

Rewarded To-day 261 

Immediate Results, Danger of Expecting in Graphic Control 985 

Importance of Accurate Descriptions of Work 967 

Accurate Timekeeping 968 

Importance and Availability, Law of 137 

Importance of Communication Service in Graphic Control 980 

Co-operation of Workers in Graphic Control 988 



461 

Importance o/— Continued 

Co-ordinated Knowledge 52 

Correct Information on Control Boards 966 

Costs in Industry 912 

Flow and Sequence of Work in Graphic Control 987 

Graphic Control to Business 986 

Human Element in Production Control 932 

Increased Production 1002 

Knowledge in Warfare 43 

Management in These Times 33 

Material Control , 333 

Portraying Co-ordinated Knowledge 63 

Prompt Reports on Irregular Conditions 969 

a Proper Start T 191 

Securing Co-operation of Personnel 970 

Speeding Up Production 4 

•Standard Hourly Productions in Graphic Control 981 

Training Control Personnel 989 

Unit Time Cards in Graphic Control 979 

Watching All Orders 88 

Work 699 

Work, DeteiTnining Relative 684 

Important Rules in Controlling Production Graphically 619 

Inadequacy of Present Production Methods 13 

Incentives, Questionnaire on 244 

Increased Production, Importance of 1002 

Increases in Costs, Anticipation of 925 

Increasing Prices, Causes of 1003 

Indicating Completed Work on Control Board 288 

Idle Equipment and Time of Idleness 705 

Material on Control Board 288 

Material from Preceding Operation, Graphically 593 

Overtime Graphically 592 

Rejections Graphically 588 

Set Up Time Graphically 591 

Work Ahead or Behind Schedule 289 

Indirect Labor Time Card 497 

Industrial Delays, Reasons for 98 

Distress, Factors Causing 915 

Problems, Efficiency the Solution of 1005 

Relations, Questionnaire on 244 

Industry, Application of Graphics in Warfare to 86 

Co-ordination Possible Through Graphics 79 

Excuses Met With in 100 

Fundamental Considerations in 916 

Importance of Analysis, Planning and Control in 90 

Importance of Costs in 912 

Time the Productive Factor in 937 

Inefficiency, Idleness in Equipment the Greatest 427 

Not all Due to Worker 940 

Inefficiency of Worker and Management, Separation of 941 

Influence of Discouragement in Installing Graphic Control 982 



462 

Information Shown by Control Boards 291 

Inspection, Aim of Anticipative 448 

Control of 710 

of Equipment, Anticipative .447 

Equipment, Report of 452 

Organizing for Anticipative .449 

of Processes 326 

Product 324 

Product, Final 327 

Product, Instructions Covering 327 

Relation of to Graphic Control 974 

Installation of Graphic Control Can Be Successful 990 

Installing Graphic Control a Reorganization Task 205 

Six Divisions to Work of 208 

Instructions Covering Handling of Time Cards 507 

Inspection of Product 327 

Issuing of Material 363 

Material Requisitions 360 

Purchase Order 351 

Receiving of Materials 354 

Stores Records 357 

Transferring Material 366 

Instructions to Workmen and Standardization 884 

Writing up Organization 829 

Intelligence Stations, Through Dispatch Boards 285 

Introducing Control Methods, Preliminary Steps in 222 

Invention, the Age of 1 

Inventory of Labor, Continuous .693 

Material, Continuous 692 

Material, Graphic 344 

Inventory Records of Material 342 

Investigation, Constructive Recommendations Based on 247 

Investigations, Few People Know How to Conduct 236 

" Questionnaires in 239 

Irregular Conditions, Importance of Prompt Reports Covering .... 969 
Issuing Material, Instructions Covering 363 

Keeping Loss at Minimum 89 

Kind of Information Shown by Graphic Control , 101 

Knowledge of Costs 260 

Importance of Co-ordinated 52 

" " in Warfare 43 

a u Portraying Co-ordinated .63 

of Operation Flow 313 

of Product 215 

Use in Great War of Co-ordinated 41 

Lahor Board, Graphic 761 

and Capital, Relation of to Efficiency 1006 

Clash Between It and Capital to be Solved by Management .... 69 
Continuous Inventory of 693 



463 

Labor Control, Elements in 475 

Factors in 275 

Mechanism for 477 

Procedure in 486 

Labor Dependent Upon Management 74 

Direct Time Card for .487 

Division of Control Department Responsibilities of 301 

Graphics Needed by It and Capital 77 

Law of 139 

and Material Control 226 

Labor's One Sided Viewpoint 67 

Labor Problem, Equivalency the Keystone in Solving- 933 

Problem, Fundamental Considerations in 932 

" in Production Control 929 

Relation of Management to It and Capital 66 

in the Saddle 67 

Supervisor, Duties of 301 

Laboratoiy, Technical and Secret Process Work, Control of 186 

Law of Assignment of Work 136 

Centralization 132 

Costs 156 

Draw Versus Push 134 

Equipment 140 

Importance and Availability 137 

Labor 139 

Lots •. 154 

Material 141 

Operations 138 

Organization 160 

Requirements 135 

Scope of Control 133 

Starting Operations 142 

Succeeding Operations 146 

Laws of Graphic Control 127 

Graphic Control Violated in One Case 130 

Laws More Important than Systems 126 

Laws of Organization 823 

Leadership, Responsibility of Management in Furnishing 34 

Li\ing, High Cost of 993 

Local Conditions in Control 200 

Location of Any Order, Determination of 725 

Dispatch Boards 481 

Lockouts and Strikes Must Go 73 

Long and Short Operations, Relation Between 314 

Loss, Keeping at Minimum 89 

Loss of Records, Effect of in Graphic Control 976 

Lots, Law of 154 

Machine Idle Time Report 443 

Machine Shop, Organization of Production Control for 622 

Production Control, Description of 654 

" " Procedure Covering 623 



464 

Machine 5'/iop— Continued 

Production Order 309 

Machine Tool Record 455 

Machinery, Control of Heavy, Complicated 773 

Designing the Graphic Control 270 

and Equipment, Standardization of 853 

Machines, Determination of Standard Hourly Output for 728 

Variations in and Standardization of ^ 854 

Machining and Assembly, Mechanism for Co-ordinating 675 

Proper Guide to 312 

Machining Strip Covering Assembly Reference 669 

Maintenance Orders 462 

Making Changes in Schedules on Planning Sheet 750 

Up Flow Charts, Elements in 315 

Further Study of Time Study 576 

Motion Studies 529 

a Profit 89 

Time Studies, Method in 519 

Management, Advanced Doctrine of 117 

Controlling Production Through Graphics 10 

a Co-ordinator of Dollar and Hour 71 

Defined 40 

Definition of 56 

Dependence of Capital Upon 74 

Dependence of Labor Upon 74 

Formula for Determining Ef&ciency of ....*. 944 

of the Future 50 

Must Organize 76 

Never so Important as Now 33 

Objective of 58 

Recommendations Covering 248 

Relation of, to Capital and Labor QQ 

Responsible for Controlling Production 32 

Responsible for Leadership 34 

to Solve Clash Between Capital and Labor 69 

Views of, in Control 198 

and Worker, Separation of Inefficiency of 941 

Manufacturing, Complexity of Modem 258 

Department, Recommendations Covering 254 

Schedule 310,659 

Schedules Showing Progress 694 

Many Operations But Few Machines 181 

Many Products But Few Materials, Control of 180 

Material Ahead of Equipment .697 

Bills of 309 

Charts 168c 

Continuous Inventory of 692 

Material Control, Boards for 370 

Charts, Principle of 283 

Cost and Accounting Angle of 420 

Factors in 273 



465 

Material 6'o«^/-oZ— Continued 

Importance of 333 

Organizing for 420f 

Sheet in Colors 382, 413 

Time Factor in 333 

Material, Detennining When it is Low 702 

Determining Whether Suficient is on Hand 722 

Division of Control Department. Responsibilities of 299 

Factoi*s, Co-ordination of in Graphic Form 373, 413 

How Indicated on Control Board 288 

Material Instructions Covering Issuing of 363 

Covering Receiving of 354 

" Transferring of 360 

Material Inventory, Graphic 344 

Records 342 

Material and Labor Control 226 

Law of 141 

Movement Control of 709 

from Preceding Operation, Indicating Same Graphically 593 

in Process Board, Graphic 758 

Quality of and Standardization 872 

Receipt of 703 

Received, Determination of 685 

Material Requisitions 340 

Instructions Covering 360 

for Tabulation Machine 340 

Material, Standardization of Waste 877 

Storage and Standardization 876 

Standardization of 869 

Strength of and Standardization 873 

Supervisor, Duties of 299 

Meaning of Control 173 

Costs 917 

Mechanism of Control, Best Name for 167 

from Elements in , 280 

Mechanism for Co-ordinating Machining and Assemblj' 675 

Functions of Control 166 

for Labor Control 477 

Melting of Brass, Graphic Board Covering 762 

Mental Fatigue and Graphics 21 

Mental Processes and Graphics 21 

Methods of Control, Accuracy of 172 

Elasticity of 174 

Xot Red Tape 279 

Preliminaiy Steps in Introducing 222 

Starting the Work 175 

Method of Making Time Studies 519 

Methods, Duplication in Control 171 

of Organization, Writing Them Up 828 

and Policies, Standardization 890 



4.66 

MetJiods— Continued 

of Production, Inadequacy of Present 13 

" " Reasons for Failure of Usual 14 

to Serve Business as a Whole 265 

Mind, Eye the Pilot of 102 

Money, Efficiency in Use of 112 

More Wages and Fewer Hours, Effect of 995 

Motion Studies, Making ' 529 

" Study, Functions of 513 

Move and Identification Record 317 

Movement of Material Control of 709 

Moving of Equipment 471 

"Moving Picture" an Illustration of Graphics 57 

Name for Control Mechanism 167 

Nation, Prosperity of Dependent Upon Efficiency 27 

Need of Controlling Production 8 

" of Quantity Production 29 

Next Operation, Determining Work Released for 727 

Normal and Actual Progress 688 

" Conditions Should be Considered 267 

" Operating Capacity 433 

Objective, Attaining an 47 

and Expert Advice 44 

Ideas of Foch Regarding 45 

of Management 58 

Observation, Tests of 236, 237 

Operating Capacity, Normal 433 

Operation Analysis, Graphic 314 

Costs, Shown Progressively 687 

Flow, KnoAvledge of 313 

Ratios Used in Planning Sheet 737 

Sequence, Detennination of 729 

Symbol Code 318 

Times , 316 

Operations, Determining Delays Between 721 

Law of 138 

Progress of 321 

Standardization of 878 

Order Control Using the "Anglegraph" 320 

Determining Condition of , 723 

Putting Our House in 37 

Orders for Construction 462 

Determining Completion Percentage of 726 

Determining Location of 725 

Determining When They Are Running Low 704 

Follow Up Of 309 

Importance of Watching All 88 

for Maintenance 462 

Sales and Production 309 



467 

Onjanization, Chart of 213 

Charts 831 

Definition of 818 

Details, Graphic Presentation of 82G 

Elements in 825 

for Foundry Production Control 622 

Functions, "Writing Them Up 827 

and Graphic Control, Relation Between 820 

How Influenced by Graphic Control 821 

Instructions, Writing Them Up 829 

Law of 160, 823 

for Machine Shop Production Control 622 

Methods, Writing Them Up 828 

Policy and Standardization 893 

of Production Control lor Clothing 622 

Questionnaire on 240 

Standardization and Costs Indirect Results of Graphic 

Production Control 91 

of Work, Permanent Steps in 229 

Organizer Must Analyze Business Carefulh' 235 

Organizing for Anticipative Inspection 449 

Control Department 292 

Management Important 76 

Material Control 420f 

Overtime. Indicating Same Graphically 592 

Parts Progress Record 323 

Patterns, Schedules for 695 

Peace, Importance of Production in Times of 5 

Permanent Carrying on of Control Work 196 

'' Organization of AYork 229 

Personnel of Control Department 305 

Efficiency Record, Questions Answered by 955 

" " " What It Shows \ 954 

Employment and Accident Record 960 

Importance of Securing Co-operation of 970 

Physical Arrangement of Plant 215 

Piece ^york Time Card 488 

for Gang 489 

Pieces and Hours Scheduled on Planning Sheet 756 

'' Scheduled on Planning Sheet 755 

Pitfalls of Graphic Production Control 962 

Planning, Analysis and Control, Essential Factors in Industi*y 90 

Elements Entering into Work of 656 

Planning Sheet, Making Changes on 750 

Using Operation Ratios 737 

Using Pieces as Basis 755 

'^ " and Hours as Basis 75S 

Plant and Department Control 227 

Foi-mula for Determining Efficiency of 945 

Ideals in Control 204 



468 

Plant— Continued 

Physical Arrangement of 215 

Policies and Methods, Standardization of 890 

Power Plant and Standardization 857 

Preliminary Steps in Introducing- Control Methods 222 

Premium or Bonus Report 494 

Presentation of Efficiency of Operation, Graphically 794 

Equipment Data, Graphically 801 

Facts in Control .203 

Financial Condition, Graphically 793 

Organization Details, " 826 

Production and Cost, " 797 

Typical Reports, Graphically 816 

Principle of Control Board 287 

Material Control Charts 283 

Progress Charts 284 

Visualization 28 

and LaAvs More Important Than Systems 126 

Problem of Labor in Production Control 929 

Problems of the Reconstruction 2 

Procedure Covering Machine Shop Production Control 623 

Covering Production Control for Manufacture of Clothing 623 

for Foundry Production Control 623 

of Graphic Production Control 621 

in Labor Control 486 

Process Inspection 326 

Processing, Chief Factors in 163 

Producing at Standard Cost 421 

Product, Analysis of the 311 

Control, Factors in 274 

Determining Condition of 723 

Division of Control Department, Responsibilities of 300 

Inspection 324 

Inspection, Instructions Covering 327 

Knowledge of 215 

Quality of 326 

Rejections 324 

Standardization of 841 

Supervisor, Duties of 300 

Production, the Age of 1 

Actual and Estimated 690 

Charts 168f 

Chart for Standard Hourly 618 

Production, Controlling Through Graphic Mechanism .30 

Controlling Through Graphical Management 10 

and Cost, Graphically Presented 797 

" " Relationship Between 217 

Data, Assembling Same on Graphic Strip 595 

Determining Standard Hourly 938 

Determining Whether It Is Falling Behind and Where 713 

Distribution Subordinate to 7 

the Ideal of Economic 113 



469 

Production— Coniinued 

the Importance of Speeding 4 

as Important in Peace as in War 5 

Production, the Need of Controlling 8 

the Need of Quantity 29 

Order, Foundry 309 

" Machine Shop 309 

Quantity, Dependent Upon Production Control 87 

Record of Efficiency of 189a 

Responsibility of Management in Controlling 32 

and Sales Orders 309 

Standard Hourly 259, 287-1, 316 

Times and Standardization 887 

Use of Graphics in Other Lines Than 19 

Viewpoint and Standardization 844 

Production Control, Active Steps in 226 

and the Cost of Living 114 

Double-Entry Feature of Graphic 682 

Elements in 164 

Final Steps in 231 

for Foundry, Description of 625 

Graphic Definition of 120 

" Indirectly Leads to Costs, Organization and 

Standardization 91 

Graphic Scales Used in 579 

Importance of Human Element in 932 

and the Labor Problem 929 

for Machine Shop, Description of 654 

Organization for Clothing 622 

" " Foundry 622 

" " Machine Shop 622 

Personified in the Traffic Cop 103 

Pitfalls of Graphic 962 

Procedure Covering Machine Shop 623 

" " Manufacture of Clothing 623 

" for Foundry 623 

" in Graphic Form 621 

Questionnaire on 242 

for Rubber Factoiy, Description of 648 

Superintendent, Duties of 298 

Variables and Constants in 577 

Production Methods, Inadequacy of Present , 13 

Reasons for Failure as Usual 14 

Standardization of 897 

Productive Factor in Industry is Time 937 

Profit, Making a 89 

Profits in Proportion to Complexity 268 

Program in Control 202 

Progress Charts 168b 

Principle of 284 



470 

Progress, Normal and Actual 688 

of Operations 321 

of Parts Record 323 

Relativeness and Exceptions Pictured by Graphics 95 

Sheet on Angiegraph Principle 783 

Sheet, Graphic 757 

Progressive Costs by Operations \ 687 

Promises, Record of Broken 1S9b 

Prompt Reports, Covering Irregailar Conditions, Importance 969 

Proper Start in Control 197 

Prosperity of Nation Dependent Upon Efficiency 27 

Publicity and Sales Methods, Standardization of 896 

" Through Graphics 11 

Purchase Board, Graphic 341 

Follow Up, Responsibility for .339 

Order, Instructions Covering 351 

" Procedure, Graphic 369 

Purchases, Following Up Same 691 

Scheduling Same 338 

Purchasing Department, Functions of 336 

Recommendations Covering 251 

Purchasing, Follow Up Of 338 

Schedules for 695 

Sequence of 312 

and Standardization 843 

Advance Knowledge Necessary in 340 

Putting Methods on Trial, Effect of 971 

" Our House in Order 37 

Quality of Material and Standardization 872 

Product 326 

Quantity Production Dependent Upon Production Control 8/ 

the Need of 29 

Quantity and Time, Co-ordination of 419 

Questionnaire on Industrial Relations and Incentives 244 

on Investigations 239 

" Organization • • • • 240 

" Production Control 242 

" Records • 241 

of Standardization 243 

Questions Answered by Personnel Efficiency Record 955 

Reasons for Equipment Idleness • .428 

Failure of Usual Production Methods 14 

Graphics 20 

Industrial Delays -98 

Our Success in European War • 83 

Receipt of Material '^03 

Material, Determination of 685 

Tools '^Ol 

Receiving Department, Recommendations Covering 253 

" Materials, Instructions Covering 354 



471 

Bccommendations Covering Engineeriiiii' Department 250 

Management 24S 

Manufacturing- Department 25-1: 

Purchasing- Department 251 

Receiving- Department 253 

Sales Department 249 

Stores Department 252 

Beconst ructions, the Problems of 2 

the Requirements of 3 

Becords of Adequacy of Equipment 1S9e 

Broken Promises 189b 

Efficiency of Production 189a 

Equipment 450 

Idle Equipment 189c 

Machine Tools 455 

Material Inventoiy 342 

Parts Progress . /. 323 

Questionnaire on 241 

Standardization, Graphic 458 

Work in Process 189d 

Red Tape and Control Methods 279 

Reduction in Costs, How Graphic Control Influences 923 

" of Executive Fatigue Through Graphics 791 

Rejected, Scrapped and Defective Work, How Controlled 402 

Bejections 263 

Analysis of 325 

Indicating Same Graphically 588 

of Product 324 

Belation Between Long and Short Operations 314 

Between Organization and Graphic Control 820 

of Capital and Labor to Efficiency 1006 

" Clerical Help in Installing Graphic Control 978 

" Graphic Control to Costs 918 

" Graphic Control to Efficiency 1010 

" Inspection to Graphic Control 974 

" Management to Capital and Labor 66 

" Shop Transportation to Graphic Control 973 

" Storeroom Methods to Graphic Control 972 

" Waste in Money and in Time to Cost of Living 1003 

Relationship of Production and Cost 217 

Relative Importance of Work, Detennining Same 684 

Relativeness, Progress and Exceptions Pictured by Graphics 95 

Reminder Board, Graphic 759 

Repair Work, Graphic Board Covering 761 

" and Yard Work, Control of 185 

Be port of Cumulative Idleness ^ 444 

Equipment Inspection .452 

Idleness by Causes 445 

Idle Time of Workers and Machines 443 

Be port for Premium or Bonus 494 

Reports Wliich Can Be Presented Graphically 816 



472 

Requirements of Graphic Control 122 

Law of 135 

of the Reconstruction 3 

Requisition for Equipment 455 

Requisitions Covering Material 346 

for Materials, Instructions Covering 360 

Responsibilities of Boards Division of Control Department 302 

Chief Dispatcher 509 

Control Department 298 

Dispatch Clerk 508 

Labor Division of Control Department 301 

Material Division of Control Department 299 

Product Division of Control Department 300 

Responsibility of Industrial Executives 790 

Management in Controlling Production 32 

" for Leadership 34 

for Purchase Follow Up 339 

Rest and Fatigue 572 

Results Possible Through Graphic Control 125 

Revision in Schedules, Determining When Necessaiy 718 

Rubber Factory, Description of Production Control for 648 

Rules for Determining Standard Time 548 

Rules to Follow in Controlling Production Graphically , 619 

of Graphic Control 124 

Sales Department, Recommendations Covering 249 

and Production Orders 309 

" Publicity Methods, Standardization 896 

Viewpoint and Standardization 842 

Scales, Graphic, Used in Production Control 579 

Schedule of Manufacturing 659 

Several Operations, Graphically Shown 604 

Schedules for Castings 695 

DeteiTQining When Revisions are Necessary 718 

Making Changes in, on Planning Sheet 750 

Manufacturing Showing Progress 694 

for Patterns 695 

" Purchasing 695 

" Tools 695 

of Work, Tentative 665 

Scheduling Deliveries 320 

of Manufacturing 310 

Purchases . 338 

Work, Considerations in 661 

Scope of Control, Law of 133 

Scrapped, Rejected and Defective Work, How Controlled 402 

Secret Process, Technical and Laboratory Work, Control of 186 

Securing an Even Flow of Work 733 

Selection of Work 264 

Senses, Sight, the Most Important of the 24 

Separation of Inefficiency of Worker and of Management 941 



473 

Sequence in Considering Elements of Control 308 

and Flow of Work, Importance of in Graphic Control 987 

of Operations, Determination of 729 

" Purchasing- 312 

" Work : 698 

Service, the Ideal of Ill 

Services of Supply, Use of Graphics in 84 

Set Up Time, Indicating Same Graphically 591 

Shop Irregularities Shown by Colored Signals 290 

Shop Transportation, Relation of to Graphic Control 973 

Short and Long Operations, Relation Between 314 

Showing Efficiency of Worker, Graphically 946 

Showing Reasons for Idle Equipment 706 

Sight, Most Important of the Senses 24 

Signalling Shop Irregularities 290 

Simplicity, Comprehensiveness, Ease of Operation and Vividness, 

Outstanding Features of Graphics . 96 

Simultaneous Manufacturing, Control of 184 

Situation, Analysis of General 212 

Six Divisions to the Work of Installing Graphic Control 208 

Slow Moving and Fast Moving Parts 671 

Small Tools, Standardization of 863 

Solution of Industrial Problems is Efficiency 1005 

" " Labor Problem, Equivalency Keystone in 933 

Specifications of Graphic Control 269 

Speed and Feed Charts 458 

Speeding Production, the Importance of 4 

" Workers 537 

Speeds and Feeds Division 460 

Standard and Actual Costs, Adjusting Differences Between 440 

Cost, Producing at 421 

of Graphic Control 119 

Graphic Strips 601 

Hourly Output of Each Machine, Determination of 728 

Standard Hourly Production 259, 287-1 

Chart 618 

Standard Hourly Productions 33 6 

Detei-mination of 938 

Importance of in Graphic Control 981 

Standard Overhead Rates 433 

Time, Detennination of 542 

" Rule for Deteimination of 548 

Standardization and the Budget System 905 

of Buildings 848 

and the Business Policy 893 

of Cost Keeping 902 

Costs and Organization, Indirect Results of Graphic Production 

Control 91 

of Equipment 456 

" Equipment, Elements in 457 

" Financial Reports and Statements 903 



474 

Stmidardization— Continued 

of Functions and Duties 895 

and the Great War 839 

How Forced by Standardization 834 

and Instructions to Workmen .' 884 

of Machinery and Equipment 853 

and Material Storage 876 

of Materials 869 

" Methods and Policies 890 

" Operations 878 

and Organization Policy 893 

" the Power Plant 857 

of Product 841 

" Production Methods 897 

" Production Times 887 

and the Production Viewpoint 844 

" Purchasing 843 

" Quality of Material 872 

Questionnaire of 243 

Records, Graphic 458 

of Sales and Publicity Methods 896 

" Small Tools 863 

and Strength of Material 873 

an Uncultivated Field 836 

and Variation in Machines 854 

" Waste Material 877 

Start, Importance of Proper 191 

Starting Control Methods 175 

Operations, Law of . 142 

Time of an Order, Detemiination of 730 

Time of Work, Determination of 715 

Status in Control 195 

Storage of Material and Standardization 876 

Storeroom Methods, Relation of to Graphic Control 972 

Stores Department J Function of 349 

Recommendations Covering 252 

Stores Record, Instructions Covering 357 

Strength of Material and Standardization 873 

Strikes 67 

Strikes and Lockouts Must Go 73 

Strip for Assembly and Erection Work 672 

" Control Board 287-2 

" for Machining Covering Assembly Reference 669 

Structural Plants, Control of .188 

Sub-Factories, Control in Group of 183 

Succeeding Operations, Law of 146 

Sufficient Material, Determining Whether It Is on Hand 722 

Superintendent, Duties of Production Control 298 

Supervisor of Boards, Duties of 302 

Labor, Duties of 301 

Materials, Duties of 299 

Product, Duties of , 300 



475 

Sjinbols Covering- Operations .31S 

Systems of Less Importance Tlian Laws and Principles 12l) 

Tabnlation Machine, Material Requisition for Use in 34G 

Tax Laws and Competition, Effect on Costs 913 

Teaching Warfare 48 

Technical, Laboratory and Secret Process Work, Control of 186 

Tentative Organization of Control Work 217 

Schedules 665 

Tests of Observation 236, 237 

The Age of Invention 1 

" " " Production 1 

The '^War After the War'' 27 

Three Shift Graphic Strip 597 

Time Card for Direct Labor , 487 

Gang Piece Work 489 

Idle Machine Time ». 501 

Idle Time Paid for 500 

Indirect Labor 497 

Piece Work 488 

Transf eiTed Time 506 

Time Cards 482 

Checking of 502 

Colors of 484 

as Graphic Strips 605 

Importance of Unit, in Graphic Control 979 

Instructions Covering Handling of 507 

Time of Deliveiy in Purchasing, Determination of 337 

Factor in Material Control 333 

of Idle Equipment, Indicating Same . 705 

Keeping, Importance of Accurate 968 

the Productive Factor in Industry 937 

and Quantity, Co-ordination of 419 

Studies, Method of Making 519 

Study, Functions of 513 

" ' Making Further Study of 576 

is the Unit Sold f 117 

Times Allowed for Operations 316 

Tools, Receipt of 701 

Schedules for 695 

Work Held up for 700 

Traffic, Control Board Covering 372 

Traffic Cop, the Personification of Production Control 103 

Training of Control Personnel, Importance of 989 

Transferred Time, Time Card for 506 

Transferring Material, Instructions Covering 366 

Types of Control ? 178 

Typical Schedule Shown Graphically 604 

Z^nit Manufacturing, Control of 179 

Sold is Time .V 117 

Time Cards, Im]>ortance of in Graphic Control 979 



J:76 

Uiniecessary Changing of Jobs 714 

Use of Co-ordinated Knowledge in the Great War 41 

" of Graphics in other Lines Than Prodnction 19 

Variables and Constants in Production Control 577 

in Work 514 

" Worker 514 

Variation in Machines and Standardization 854 

Views of Management in Control , 198 

Violations of Laws of Graphic Control in One Case 130 

Visualization, the Principle of 28 

Vividness, Simplicity, Ease of Operation and Comprehensiveness, 

Outstanding Features of Graphics 96 

Von der Goltz, Ideas of Regarding Expert Advice .45 

"War After the War,'' The 27 

War, Reason for Our Success in European 83 

Use of Co-ordinated Knowledge in Great 41 

Warfare, Application to Industry of Graphics in 86 

Importance of Knowledge in 43 

Teaching of 48 

W^aste Material, and Standardization 877 

Watching Fast Moving and Slow Moving Parts 671 

What to Consider in Scheduling Work 661 

to Control 170 

Control Means ..173 

Graphic Control Board is 577 

" " Considers 97 

" " Tells 99 

a Graphical Presentation is 92 

Personnel Efficiency Record Shows 954 

Woodworking Plants, Control of 187 

Work Ahead of Equipment 696 

Analysis Before Starting Important 266 

Descriptions of Importance of Accurate 967 

Diagram 779 

Economic Aspect of 992 

Falling Behind, Effect of in Installing Graphic Control 983 

Held Up for Tools 700 

Importance of 699 

Performed, Graphic Presentation of 961 

In Process, Record of 189d 

Selection of 264 

Sequence of 698 

Variables in 514 

vs. Worker, Efficiency of • 939 

Worker, Efficiency of. Shown Graphically 946 

and Employer, Wrong Attitude of 258 

Factors in Determining Efficiency of 942 

Formula for Determining the Efficiency of 943 

and Management, Separation of Inefficiency of 941 

Not to Blame for All Inefficiency 940 



477 

TForA-Tr— Continued 

Variables in 514 

Workers^ Idle Time Report 443 

Importance of Securing Co-operation of in Graphic Control . . ,988 

Speeding Them 537 

Workmen, Determining Whether They Are Ahead or Behind 

Schedule " 712 

Standardization of Instructions to 884 

Writing Up Functions of Organization 827 

Organization Instnictions 829 

Methods 828 

Wrong Attitude of Worker and Employer 258 

Yard and Repair Work, Control of 185 



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